Gonzalo Díaz Navarro

Responsible for sales and positioning for Chile, Peru and Bolivia, under the guidelines of headquarters USA and Brazil. Reports to Sales Director LATAM. In charge of JBL & Harman Kardon for Consumer Audio & Luxury Audio; Bluetooth Portable Speakers, Headphones, Loudspeakers & Soundbars. Team leadership, coordination and guidance in the execution with excellence (indirect management of 12 people). Leader in GFK with an annual turnover of US$ 60 MM. • Increased JBL & Harman Kardon's market share by +17 points (from 29% to 46%) in 4 years, leading the portable speaker category in Chile and Peru. • Developed and executed promotional strategies with top retailers (Falabella, Paris, Ripley, Coolbox, Curacao, etc). • Strengthened strategic relationships with regional distributors and implemented go-to-market plans that boosted sales by double digits year over year. • Negotiated multimillion-dollar contracts and managed P&L responsibilities across three countries. • Led cross-functional teams in marketing, trade marketing, and sales operations to ensure consistent brand growth. • 360° management on: sales, mix review, forecast sell in-sell out, purchase orders, prices, stocks, campaigns according to seasonal, e-commerce, marketing, finance, operations, logistics, P&L. • Marketing and Trade Marketing; budget approval, display strategy, campaigns, brand activation, events, etc. • Strategy and management on e-commerce; JBL.cl, JBL.com.pe, and own sites on Marketplace

Responsible for sales, strategy and positioning for 7 countries - distributors (Chile, Peru, Argentina, Bolivia, Ecuador, Uruguay, Paraguay), under the guidelines of headquarters USA and Mexico. Reports to Sales Director LATAM. Indirect management of 20 people, turnover per year US$ 9 MM. • Increased sales by 13%, opening new clients and channels. At the same time, I changed my distributor in Chile, Peru and Argentina, positively impacting the results. • I improved the profitability in Chile by 5%, through better negotiations with Walmart and Jumbo. • Coordinated and led the implementation of Crayola's e-commerce in Chile and Argentina (https://www.crayolaenchile.cl - https://www.crayolashop.com.ar). • I reduced ETA in 10 days, working collaboratively with the Planning, Logistics and Operations area, which allowed deliveries to clients in less time.

Responsible for the commercial planning for purchases and sales of the company. Additionally, he personally led the Audio and Karaoke lines. He reports to the General Manager and is in charge of a team of 2 Product Managers and 3 KAM. Annual turnover CLP 12 billion. • I succeeded in entering the whole mix of products in Falabella due to my excellent interpersonal relationships and favorable negotiations, fulfilling sales budget (103%) and contribution (102%). • I implemented a weekly review system of Sales and Purchase Planning, improving assertiveness in 7% and decreasing stock levels. • Negotiated and managed to freeze FOB price for 1 year with Chinese supplier in the 3 most sold products at company level. This allowed us to improve our margins.

Management of assigned categories, achieving main kpi, focused on increasing sales, market share and profitability. Select product mix for each category in the corresponding channel (retail, wholesale, internet). Product development. Reports to Business Manager. Annual turnover CLP 40 billion. • Achieved an annual sale of CLP 40 billion (year 2014-2015), growing by 13%. • Improved 4 percentage points in the contribution of assigned lines, through assortment optimization (clustering) for 32 stores. • Negotiated commercial agreements by improving conditions (CAP, Cintac, Polpaico, etc.) and lowering average rebates by 2%. • Developed own brand and products (WRK), increasing the margin of ladders from 35% to 60%.

Responsible for annual budgeting for purchases in my category (CLP 26 billion). Periodic evaluation of kpi's, forecast, inventory management, price events, promotions and margin-contribution control. Reports to Head Planner. • Reduction of DOH (inventory days) by 2 days in relation to the plan, and 10 days in relation to the same period last year. • Achievement contribution and DOH goals

Focus on Strategy, Marketing and Team Leadership

- Digital marketing - Digital business model - Innovative business - E-Commerce business

This module explore various types of behavioral tendencies and their consequences for management. Topics include: how to approach complex situations, behavioral economics, behavioral finance, consumer behavior, negotiation and other relevant managerial situations.