FELIPE PALACIOS GONZALEZ

Empresa especializada en venta canal B2G Proveedor del Estado de Chile a través de Convenios Marcos, Licitaciones y Compras Ágiles en MercadoPublico.cl. • Diseñó y definió el modelo de negocio, incluyendo la implementación de sistemas, procesos y estructura organizacional. • Desarrolló el mix de productos y estableció una integración vertical que aumentó el margen de contribución. • Creó una red de proveedores estratégicos y gestionó financiamiento bancario y con proveedores. Logros destacados: • Fundó la empresa desde cero, logrando rentabilidad y financiamiento sostenible. • Mantiene un crecimiento de ventas, alcanzando una facturación de $1.773 millones en 2024.

Company with more than 42 years in the local market, dedicated to the sale of multi-brand automotive spare parts. It has a chain of stores nationwide, wholesale and eCommerce. www.nipon.cl

Responsible for generating a cultural change, with a central customer focus. • Coordinate from all areas of the company, with a focus on the customer experience. Implements client Journey model. • Manages after-sales care team for the explosive increase in requirements, going from 64 executives to more than 400 at the peak. • Controls and reduces credit risk, modifying collection policies managing it with a team of 30 people. Main achievements: Generate visibility of the customer experience in weekly Managers' committees, implementing an after-sales service process that reduced customer response times to less than one fifth. Decreases in 5 days the collection.

Responsible for traditional business, which initially represented 70% of the company's revenue. • Segment, redefine method and sales team. Improves utility Line of Business and opens new businesses incorporating new products. • Directs and controls the 5 Zonal Sales Sub-Managers with a sales team of 68 executives. Main achievements: Restructure equipment and business process, managing to compensate for the decrease in revenue from "document" traffic, replacing it with new businesses and penetration of traditional segments.

Company dedicated to the import and wholesale distribution of automotive spare parts, both original and alternative, with operation in China and Peru. It has an external Board. In 2016, It has incomes for more than USD 50 million and imports from more than 10 different origins. It sales privet brands and international representations. It distributes through 3 sales channels, Web (35%), Call center (25%) and field sales (40%). It is the second largest importer of alternative spare parts in Chile. Responsible for financial management, cash flow and management control for Chile and Perú. • Implements Management Control area and improves results through spread trading in the purchase of dollars and hedging policy. Main achievement: Implements management control for both countries and reduces the risk of exchange rate exposure.

Responsible for sales management and product strategy. Participating in all Directories. • He directly leads the three sales channels with a team of three Sales Sub-Managers and approx. 50 executives. • Manages strategy of value proposal by segment and channels, setting pricing and credit policy. • Penetrates new segments, likes “Repuesteros”, “Servitecas&Lubricentros”, “Batereros”, “Flotistas”, among others. • Expands product mix by traveling to fairs and visiting suppliers in China, Thailand, Brazil, Germany, France, USA, Japan and Taiwan. Main achievement: it maintains growth between 2010 and 2016 (2010=46%, 2011=28%, 2012=20%, 2013=24%, 2014=14%, 2015=19% and 2016=16%), placing REFAX as the 2nd largest importer of spare parts in Chile.

Creates and implements sales strategy being responsible for the growth of the company. • Develops and implements new sales process through the creation of 3 channels, field sales, call center and web site. • Improves sales "intelligence" through "Segment Owners" and travels to Brazil (2007) and China (2008) to increase new products. Main achievements: Change sales model, increasing annual incomes from USD 7 million in 2006 to USD 13.5 million in 2009 and improving the gross margin by 2 percentage points.

Defines and implements the company's growth strategy, together with the Board Members, going from incomes of USD 5 million in 2003 to USD 20 million in 2011. • Develops market research and monitoring of the competition, to establish the product mix necessary for growth. • Implements purchasing teams and Product Managers, negotiating with suppliers in China, Korea, Taiwan, Brazil, Canada, and Argentina. Main achievements: manages to define and implement growth strategy by 5-year product line. Negotiates opening of new suppliers in Canada, Brazil and Korea. Optimizes inventory, going from a rotation of 4.5 months of sale to 3 months of sale. Increases market share from 4% to 8%. Active participant in increasing sales from USD$ 5MM in 2003 to USD$ 7MM in 2006.

Restructures spare parts business and closes the Forestry business, moving from a family administration to a professional one. • Redefines areas, teams and procedures of accounting, collection, , imports, Comex and logistics. Main achievements: During the 9 months it manages to organize and give visibility of main management indicators to the monthly Board.

Company dedicated to advising and implementing direct marketing strategies and loyalty programs. • Evaluates and implements direct marketing strategies, data mining and loyalty programs. Direct team 5 people. • Manages clients such as Shell, Hewlett Packard, University of the Americas, Fedex, BellSouth, Compaq, Smartcom, among others. Main achievements: Manages portfolio of key clients for the company. Incorporate new businesses to current customers as well as get new customers, winning all the awards for this concept.