Jefferson Cardoso

As part of the Global Leadership Team, I report to the divisional sales and marketing president. I lead a team of 31 staff across the Latin America region, covering six main markets: Brazil, Colombia, Puerto Rico, Argentina, Mexico, and Chile. I have full P&L responsibility for a market with sales of $32M, overseeing strategy, marketing, operations, supply, finance, regulatory, and quality. Focused on market development for business growth, we tripled the business after restructuring the sales team and reviewing segmentation. I developed new business partners by revising our go-to-market approach, which ensured a 35% growth in sales and a 41% increase in operating income (OI) for 2024 compared to 2023. We achieved an average growth of 17% in sales year-over-year and high double-digit growth in operating income. Main achievements: • Business restructuring and resizing included segmentation, sizing, and replacements. • A new sales structure was optimized to ensure 100% national coverage across all countries. • A demand-oriented sales structure was implemented with clearly defined roles and responsibilities. • Positive operating income was achieved in the first completed year of business, resulting from the new strategy. • Solid product launches occurred even during the pandemic, utilizing virtual tools. • I created and implemented a differentiated go-to-market model, which improved our capabilities. • Top-line revenue jumped from $10M in 2018 to $32M in 2024, with high double-digit growth in margins and operating income.

Leads a team of 120 staff, with 6 direct reports across 9 different franchises. I have direct responsibility for commercial operations, marketing initiatives, business intelligence, strategic planning, and P&L management. I led the overall company strategic marketing and commercial team, renewing leadership in key positions. Key responsibilities encompassed profitability and growth of the business unit (BU), including strategy development, long-range planning, annual budgeting, market analytics, commercial policy, and inventory control. I defined the strategic vision and ensured team alignment, establishing a geographic structure, foundational elements for the sales force, training needs, business intelligence, infrastructure, customer segmentation and targeting, KPIs, dashboards, team objectives, and compensation systems. Annual sales were approximately $250M at the close of 2015, growing at 14%, which exceeded the operating plan across all franchises. I served as the M&A director for a renal clinics project in Brazil, with an investment of up to $80M in 5 clinics based on a segmented market focus on profitability and ROI within three years. Main achievements: • Redirected the business to focus on profitable products, achieving the highest gross profit (GP). • Redefined the sales structure by optimizing regions and territories, thereby reducing costs. • Turned around the IV product line from a loss of $6M into a profit of $12M in 3 years, successfully recovering the business and avoiding the shutdown of the local plant. • Implemented a profitability project for the PD product line, achieving breakeven after only 1 year of implementation. • Developed 7 new contracts in the B2B sector, generating additional $8M in sales. • Achieved the Annual Operating Plan (AOP) sales objective of $233M, with actual sales reaching $253M for the fiscal year. • Recorded incremental sales growth of 14% year-over-year (YoY) in 2015, with an impressive 84% growth in pretax earnings.

Key duties encompassed turnaround and structural changes, business model review and start-up of a new strategic approach and vision focused on profitability. Implemented a new sales organization structure for qualifying opportunities, penetrating new accounts, and managing existing client relationships and expanding large volume of strategic partnerships. Built an interactive training module, interacted with different areas across the organization, and developed a sales force effectiveness culture and tools, SalesforceTM. Main achievements: • Manage marketing team of 5 product managers and 2 analysts • New strategic plan to turn around non profitable franchises • Developed a new customers segmentation focused on profitability and regions • Implemented a commercial policy as several tools for sales team support (customers analysis, simulators, daily sales report) • 2012 vs. 2011 sales growth of 8% • 2013 vs. 2012 sales growth of 13%

Hired to build the commercial and marketing structure. Promoted change management, reorganized commercial polices and compensation systems, restructured organization and brought expertise from the market to establish commercial excellence culture with high level market analytics and metrics for outstanding sales force effectiveness and accelerated share growth. Implement and execute a strategic framework based on pharmaceutical industry model. Led cross-functional management teams, developed market access practices for public and private stakeholders adding new sales channel. Managing a team of 3 sales rep and 1 product manager and implementing a customer segmentation based on largest and quickest results we double sales in one year through implementing pharmaceutical industry promotional cycles and extensive leave behind materials. Main achievements: • Exceeded sales goal of US$ 93 M in 2010, 105% of the plan and 110% in 2011 • Sales force management including recruiting and hiring, training, promotional cycle implementation and marketing strategies • Management and administration of a budget of U$ 1,8 M for marketing and sales activities • Development and creation of private market and accounts for new businesses • Increased sales force team from 3 up to 7 in 2011 based on superior results in 2010

Coming from pharma business with the objective to support the new BUD and launch a new IOL (intra ocular lens) a new strategic plan has been placed to guarantee the new product launch success. Managing the IOL franchise, with revenue of US$ 31M and a marketing budget of $2,1 M all market and marketing actions has been implemented to assure the IOL strategic plan. Key product of surgical business unit, succeed with a double-digit growth. Developed profit plans with sales and investments projection and planning as long range plans. Main achievements: • New strategic and customized segmentation focused in customer profile and patient needs • Sales cost effectiveness of 25% optimizing sales structure • Sales growth from 2.401 units in 2005 to 6.262 in 2006 thereby increasing revenue from $1.9 M to $5.1 M Responsible to manage the main franchise of surgical unit I define, prepare and implemented solid business plans, long-range plans and strong strategy to launch and sustain intra ocular lens portfolio. Successfully launched of new technology provided a consolidated new era in cataract surgeries in the country. Established solid partnerships with KOL to implement train the trainer’s strategy. Implemented several marketing actions in congresses and seminars providing an intensive and critical level of actions delivering an extraordinary growth. Main achievements: • New strategic and customized segmentation focused in customer profile and patient needs • Sales growth from 2.401 units in 2005 to 6.262 in 2006 thereby increasing revenue from USD 1.9 M to USD 5.1 M

Managed the antibiotic and anti-inflammatory portfolio of 25 generic and branded pharmaceutical products with total revenue of US$ 40M. Responsible for launching Vigadexa and developing partnership with KOL. Provided global expansion of the product as developed studies. Through development of a successful sales tool kit we could provide extensive sales facilities for both pharma and surgical business units. Created, developed, adapted promotional materials for Nevanac launch, a non-steroidal anti-inflammatory guaranteed a successful launch. Create and develop a cataract pre and post op patients kit. Established mutually trust relationship with governmental regulatory and price authorities, coordinated an evidence-based study to assure value proposition for a new technology, and ensured premium price and rapidly entry into the Brazilian. Main achievements: • Vigadexa exceeding sales objectives by 38% during the first three months post-launch and kept leadership • Increased sales by 32% in pre and postop kits • Exceeded Nevanac market share goals in up to 10% during the first post-launch semester • Consolidate the pre and post op kit for the entire company