Eduardo Garza Knight

• Developed the 2030 strategic plan, aligning organizational structures to double the business size to 2.5 million tons of sugar. • Implemented a multi-annual sustainable development plan, achieving investments aligned with the UN 2030 agenda on environmental, social, and governance issues. • Professionalized human resources processes for a workforce of 7,000 employees across 10 factories and corporate offices in Mexico and the United States, standardizing practices, salary scales, and compensation methodologies, improving improving the work environment through social benefits and other perks without affecting the company's margin. • Led the design and creation of the necessary competencies for employee development, starting with the executive team to reinforce their skills and training.

• Secured a syndicated loan of $175 million, improving the debt-to-equity ratio and financing the acquisition of a sugar mill, and paying dividends for the first time in 25 years. • Led the acquisition of a sugar mill in Jalisco, increasing annual production by 150,000 tons and positioning the company as the industry leader in Mexico. • Implemented SAP S4/Hana, optimizing sales, logistics, purchasing, and finance processes.

• Managed the entire operation in Brazil in the state of São Paulo, overseeing everything from fruit sourcing and factory operations to the commercialization of mango and guava purées and concentrates. Successfully turned profitability from negative to 15% by developing markets in the Middle East, Africa, Europe, and Oceania. • Directed the Tropical Fruits division, with factories in Mexico and Brazil and over 500 employees in each country, including agricultural production, third-party fruit sourcing, factory operations, and commercialization. Successfully expanded the business from 25,000 to 98,000 tons of fruit, reaching second place globally and improving contribution margins by 60%.

• Led the Honey division in Mexico, focusing on agricultural extension work with Mexican beekeepers and international market commercialization. Increased exports from 3,000 to 5,000 tons, making us the largest Mexican exporter.

• Led the acquisition of a company in the United States and another in Brazil, which improved customer service and achieved the international growth outlined in the vision, along with the acquisition of 5,500 hectares of agricultural land in Tamaulipas, which now produces Italian lemons and forms the basis of the company’s fresh fruit business line. • Secured lines of credit to finance the newly acquired business in Brazil, enabling the repayment of corporate loans, and improved the terms of existing credits in Mexico. • Enhanced budgeting, forecasting, and financial reporting processes to optimize decision-making and financial results. • Strengthened relationships with auditors and improved internal controls, reducing closing times and financial reporting, allowing figures to be released in the first half of January and audited financial statements by March each year.

• Responsible for financial planning and analysis, cost management, project evaluation, IT oversight, and strategic planning. • Enhanced the quality of financial reporting and strengthened internal controls, leading to optimized decision-making processes. • Successfully integrated the finance function following the company’s first international acquisition. • Led the long-term strategic planning process and developed a comprehensive industry cycles management strategy.

• Managed financing, accounting, AP, AR, payroll functions • Improved the quality of financial information • Stabilized cash flow

• Managed day-to-day operation of the business • Created a new business line: electric cart sales to golf courses • Successfully filed for chapter 11

• Managed individualized credits, down payments control, cost management • Implemented down payments control system • Improved collection effectiveness • Improved control and reporting of the projects’ costs