Gonzalo Diaz Eguiluz

Empresa Minera dedicada a la exploración, explotación y beneficio de minerales.

Ferrosalt is a Chemicals Manufacturing Company. Its main activity is the production of Zinc, Magnesium and Iron Sulfates used as fertilizers for agriculture and mining. The company has total revenues of US$35 Million Dollars, and employees 160 people. My direct reports include the Manufacturing Director, SG&A Director and the Logistics Director. Professional Summary: Highly experienced Deputy CEO with a strong track record of driving sales growth, strategic planning, and financial management. Proven ability to lead teams, negotiate with financial institutions, and establish valuable government relationships. • Sales Growth: Spearheaded business development efforts, resulting in a remarkable 275% sales growth from 2017 through 2022, and a fourfold increase in EBITDA. • Strategic Planning: Developed and implemented the company's strategic plan for 2018-2022, positioning the organization for sustainable growth and success. • Financial Leadership: Successfully led and completed negotiations with banks, restructuring working capital credit lines for 2024 to address a negative cash flow position in 2023. Managed the company's financial planning, including budgeting, financial forecasting, and cost management. • Operational Excellence: Led monthly operations planning meetings, ensuring the allocation of all necessary resources and supplies for efficient operations. • Mentorship: Mentored and supported the professional development of direct reports, collaborating to achieve their professional goals and nurturing a culture of growth within the organization. • Organizational Management: Approved internal organizational changes, compensation packages, and updates to enhance company performance and employee satisfaction. • Local Government Relations: Maintained a close relationship with local government and institutions to foster partnerships and facilitate regulatory compliance.

Member of the Board of Directors Vice President and Board Member of the companies of the Group. My direct reports are the General Managers of each Company and I report to the Shareholders Committee. Main Responsibilities and Achievements. - • Responsible for leading, preparing and presenting the Strategic Plan of both companies, partnering with the General Manager of each company. • In 2016 Strategic Plan reached 75%. • Responsible for creating new business opportunities focusing on increasing sales, participating in International events and local initiatives. New customers in grew by 15%. • Responsible for auditing and analysis of costs and expenses of the companies, presenting monthly and quarterly reports to Shareholder’s savings opportunities, gross margin improvements and better cash flow optimization. • Conducted quarterly performance evaluations of managers and General Managers, providing feedback and monitoring improvements. • Prepared and presented new investment opportunities oriented to create value for shareholders. In 2016 I proposed to increase 100% the production capacity of one of ORGINOR`s production lines due to new business opportunities, it was accepted and implemented.

FYR Textile S.A. April 2008 – December 2014 CEO | July 2010 – December 2014 As Chief Executive Officer at FYR Textile, a premier textile company based in Arequipa, Peru, with a Dutch majority ownership, I orchestrated the complete operational oversight of the company. Our focus on manufacturing and exporting high-end cotton products to the United States, Germany, Holland, and Brazil resulted in FYR Textile achieving total revenues of $15 MM USD and maintaining a workforce of 620 employees. My strategic leadership extended to key roles such as Operations Director, Sales Director, Head of Human Resources, and the Controller, with direct reporting lines. I reported directly to the Board of Directors. Key Achievements: • Financial Performance: Spearheaded a remarkable 28% improvement in Gross Margin and a 1.5x increase in EBITDA from FY 2012 to FY 2013 through disciplined cost reduction and optimizing production plans, emphasizing material efficiency and reduced processing times. • Financial Strategy: Successfully negotiated new working capital credit lines with a Florida-based bank in May 2013, reducing financial exposure in the local system by 72% and ensuring future savings of 35% on Financial Expenses. • Cost Management: Implemented a fixed cost reduction plan in the first quarter of FY2013, resulting in annual savings of US$500,000, contributing significantly to overall financial resilience. • Labor Relations: Navigated skillfully through union negotiations over the last 5 years, averting strikes and operational halts while maintaining a professional and respectful relationship with union leaders.

As CFO of the company, I was responsible for proposing and for achieving the objectives of profitability and cash flow of the company; focusing on cost control and optimization of expenses and making sure the General Yearly Budget of the company is accomplished. Responsible also for fulfilling all requirements, reports and regulations established by local Tax and Legal entities. Mi direct reports included, chief of Security, chief of Information Technology, chief of Financial Planning and General Accountant. Main Responsibilities and Achievements. - • Led the first IT project of the company, consisting of an ERP internal system, with the main goal of providing all areas of the company with accurate and on time production and financial information for better cost control and profitability of production orders. The project lasted 3 years and goes life August 2014. • Increased Net Income from 1.6% in 2008 up to 3.3% in 2009 by the implementation for the first time of financial tools - Forwards Contracts - that allowed the company to hedge the impact of volatility of Foreign Exchange Rate. • Successfully implemented for the first time a 360 Checkpoint evaluation and feedback system for middle and upper management, with the main goal of improving leadership and teamwork skill on the team. • Led the negotiations with local financial institutions to renegotiate working capital, increasing by 75% credit line levels from 2008 through 2010.