Luis Deyheralde

Responsible for Mexico City unit at airport. Main customers: Aeroméxico, Turquish, Iberia, Volaris, Avianca, Starbucks, 7 Eleven, Walmart, Oxxo, Cielito Cafe.

In charge of the operations in Ezeiza and Aeroparque airports. Change in the structure to be more productive in the production & operation processes. Responsible of negotiations with the Union representatives avoiding conflicts and improving the relationship.

Responsible for operations in the region: Argentina, Brazil, Chile, Mexico, Panama and Venezuela, with a report from the General Managers and the regional team of OVC: Quality and Food Safety, Environment, AVSEC, Work Safety, LEAN, Supply Chain and IT. Business of € 200M of turnover with an approximate result of 7% • Modernization of the plants: I promoted the reform of the plants and the change of technology in the production equipment. I coordinated investment plans in infrastructure and equipment of € 6M in São Paulo, € 3M in Argentina and € 1M in Rio de Janeiro. With these investments I improved 20% in the cost of raw material and labor, and 10% in energy expenses and maintenance of equipment and plant. I prepared the company for the greatest competition it had in the region afterwards. • Production planning and control system: coordinated the implementation of an internal software (CBASE) to automate planning and control in the Latin American region. Despite the pandemic, I organized for it to be implemented successfully and with few resources in Rio de Janeiro and São Paulo. • Continuous improvement of LEAN processes and quality: coordinated and organized the annual evaluations of LEAN processes in the region, obtaining a Gold rating in 3 plants and Silver in 2 (Top 30 global ranking). • Turnaround of business in Chile: Re-structuring of the Management, managing to reduce this cost by 35%. Change of processes and managing to turn the result of a business of € 25M, improving the result by € 2M going from loss to profit and we got the main client to double the volume of business. • Negotiations with unions: I avoided a daily turnover loss of €100,000 in case of interruption in each operation. I resolved strong conflicts with the unions of Chile (strike announced) and Argentina (plant blocked by the truckers' union)

Responsible for the largest operation in Latin America, serving the main airlines in Brazil's airports. Manage an annual turnover of € 70M. Head of the P&L. Management of 9 airport operations in 8 cities. Leading 2,000 employees. Direct reports: 3 General Managers, 1 Sales Director, 1 Finance Director, 1 Director of Culinary Excellence, 1 Procurement Director, 1 Human Resources Manager, 1 Project Manager • Turnaround of the Brazil business: I elaborated and implemented a plan to change a loss-making business to obtain a result of 9% with cash generation. • Improved work environment: I reduced resignations by 25%. Focuswith HR, improved communication with employees, generated spaces and new channels of internal communication with employees • Project management: I established a project management, creating a function and a tool for that. This allowed us to achieve improvements of 20% in direct costs and +10% in indirect costs. Team development: I trained and motivated the Brazilian team to achieve the objectives. I organized strategic meetings, inspired unit leaders to improve working conditions, and mentored managers

Responsible to stabilize the processes after SAP implementation in Rio de Janeiro & Sao Paulo. Strenth of the team and changes in the financial and ITmanagement in order to solve the serious issues caused in the implementation of the new system. Mentoring of the new management and improvement of the quality of the information.

Responsible for the Procurement strategy in the region, managing a volume of € 90 million in products and services for operations in Latin America • Improved pricing strategy, including inflation and currency devaluation adjustments in contracts, successfully negotiated with clients supporting the sales team • I headed the "Prism Project", whose objective was to restructure all business processes in Brazil to adapt it to the implementation of SAP.

Responsible for P&L, with a turnover of € 20M; achieving Ebitda and positive cash generation of 7% to 20% on sales, even in times of strong economic crisis in the country. • Developed and trained a management team that became a reference in the Latin American region in leadership skills and performance in results and quality. • The EZE plant obtained the QSAI "Premio de Plata" in Quality of Catering on Board.

• Designed a tool to include the impact of devaluation and inflation on the clients' contract, protecting the profitability of the business • I developed a management tool to control food cost and productivity weekly. • I built the KPIs that allowed us to improve the result and performance.