Fabio Klemenc

Responsible for implementing processes and managing the MG brand's sales department in Brazil. Creating and structuring the sales departments: planning, distribution, and field team. Developing and implementing commercial policies with dealers who will represent the brand in Brazil. Developing and implementing commercial initiatives to achieve sales objectives. Managing the team responsible for sales in Brazil nationwide. Supporting the development of the medium- and long-term product strategy in Brazil.

Management of the after-sales team (13 direct employees and 12 indirect employees) Management of sales planning, development and financial planning (P&L) activities Pricing of parts and preventive maintenance services Development of after-sales commercial actions with the objective of retaining and making the after-sales business profitable (focus on the automaker and dealer network) Management and development of partners and suppliers (lubricants, chemicals and accessories) Development of retention programs through CRM tools with a focus on individuals and special programs for legal entities (fleet) Management of the pre-purchased maintenance program (Nissan Protect) with a focus on increasing sales and financial management Management of the field team (After-Sales) with a focus on commercial, technical and process indicators Responsible for the multifunctional customer service group for managing critical customer demands from the SAC (After-Sales, SAC, Warranty and finance) Development of processes and systems that contribute to the best management, retention and customer service by the dealership network (online scheduling, CRMs, Parts Inventory Management, among others) Significant profitability results for the after-sales department (> 20% per year), the first time that Nissan was elected as the best after-sales department in Brazil by 4 Rodas magazine, in addition to expressive results in engagement by the team directly led

Management of sales planning team (4 direct employees) Responsible for coordinating sales planning, billing and vehicle production for Nissan do Brasil Constant monitoring of the light vehicle market with statistical analysis to support production volume planning Interdepartmental relationship with the production, logistics and sales areas to support production volume planning Significant improvement in production and sales volume planning so that the company's and dealer network's inventories become healthier

Sales operations team management (4 direct employees) Responsible for creating the sales operations area in Brazil that directly relates the internal sales planning and vehicle distribution areas with the sales sales team Development of operational reports for use by the sales sales team and monitoring by managers and directors Development of the work plan and visits by the sales team to the dealership network Monitoring and development of national and regional commercial actions to boost sales Management of fixed and variable margin programs with the dealership network and association Administration of the vehicle leasing program (Move) Increasing the company's market share, including improving the relationship between the automaker, dealerships and association

Sales and after-sales team management (5 Sales consultants and 5 After-sales consultants) Responsible for coordinating the field team in the regions: South, Southeast and Midwest Focus on the relationship with the dealership network and monitoring of indicators such as: profitability, sales and after-sales quality, market share, retention, sales of parts and services, among others Delivery of the division with the best quality and revenue results in Brazil

Management responsible for 3 market divisions (200 dealerships) Responsible for the strategic planning of the dealership network in the states of São Paulo, Minas Gerais, Mato Grosso, Mato Grosso do Sul, Distrito Federal and Goiás (200 dealerships) with indirect management of regional sales and after-sales teams Administration of performance indicators, such as: market share, sales and after-sales quality, retention and parts, financial analysis of cash flow and operational profitability Conclusion of a major negotiation between dealerships in the Federal District with a reduction in the number of points of sale, but with an increase in market share and improvement in dealership profitability

Team management (7 third-party consultants) Coordination of a team focused on implementing a customer service program in the dealership network, operating in several states such as Rio Grande do Sul, Santa Catarina, Paraná, São Paulo and Rio de Janeiro (230 dealerships) with a focus on increasing satisfaction indicators and sales of vehicles and aggregates through highly effective service processes Monitoring of quality indicators (SSI, CSI and SAC) to relate the effectiveness of the program with the adherence of the applied processes Development of systemic tools to support the monitoring of the implemented processes “Excellence in Sales” program implemented throughout the dealership network with an increase in quality indicators

Dealership network management (22 dealerships) Direct involvement in the management of large dealership groups in the capital and greater São Paulo (22 dealerships) Responsible for planning and implementing actions aimed at increasing sales and after-sales, satisfaction indicators and business profitability Responsible for the strong growth in parts sales in the respective service operational groups at a rate of 100% per year during the management period

Dealer network management Responsible for customer service and the dealer network in the São Paulo region (35 dealerships) Focus on increasing customer satisfaction indicators with after-sales and reducing the volume of lawsuits Interdepartmental relationship with the areas: SAC, Legal, Technical and Commercial Department in order to reduce the number of lawsuits and consequently increase customer satisfaction

Management of the dealership network in the Northeast region Responsible for customer service and the dealership network in the regions of Salvador, Sergipe, Alagoas (28 dealerships) Focus on increasing customer satisfaction indicators with after-sales and reducing the volume of lawsuits Interdepartmental relationship with the areas: SAC, Legal, Technical and Commercial Departments in order to reduce the number of lawsuits and consequently increase customer satisfaction During the period of operation in the Northeast region, there was a significant reduction in the number of lawsuits (-50%) acting preventively with the SAC and dealerships in the region

Development of new product projects for application in mass production and monitoring of quality processes to guarantee supply to the original market Successful implementation of three projects (bearings) for the production of Chevrolet and Toyota engines