Guillermo Andrés Lismore

• I covered different regional management positions, South Region April 2018-May 2019 - North Region June 2019 - March 2021, and currently C&GBA Region.
• Transformation project implementation - Route to market strategy changes to expand distribution reach and improve flexibility - Focus on add value tasks - Cost reduction
• High Performance team building - New WOW
• Held regular performance evaluations to assess strengths and weaknesses of team members and provide counseling to improve outcomes

• Established inventory targets, stock level and risk mitigation targets and managed flexibility strategy to optimize inventory.
• Integrated financial and operation plans with strategic objectives to deliver improved operational and financial results to boost customer satisfaction, profitability and working capital.
• Implementation of IWS in Supply Chain (P&G integrated work methodology) to improve productivity and efficiency
• Project member - improve productivity and efficiency in the factory (elimination of the night shift and increase in the reception of imported products)

• Distribution & Warehousing: 12 distribution centers, 95 exclusive distributor’s branches
• TM&D EHS: improvement plan development & implementation
• Project Manager of Assets optimization project. New Corporative offices and BA distribution center construction, original site sale, funding, move plan
• End to End (E2E) supply chain integration project
• Route and capacity optimization, cost reductions and savings generation

• Different direct sales systems alternatives (pre-sales, prompt sales) and indirect sales (wholesalers cash & carry jobbers)
• Talent development – coaching - incentive sale plans
• Drive cultural corporate change.
• Development and implementation of new sales system that significantly improve the competitive corporate market position
• Route to market alignment to the brands strategy.
• Union negotiation improvements.

• Improved distribution efficiency with design, development and testing of embedded software applications.
• Goods delivery and money collection
• Mapping and Geo analysis - route optimization software
• Maintenance strategy (predictive and preventive) - cost to serve
• New development on deliverymen variable payment system and incentive programs.
• “Global Logistics” international training course development (international team)
• New Dashboard implementation – Better monitoring.

• National level – In store communication – National and International Key accounts agreements (Petrol station chains)
• POP material development – consumer path and impact.
• Promotional campaigns development.
• Brands and sales link, develop the strategies to the trade (market)
• Shell´s global contract agreement adaptation keeping the two company’s objectives improving BAT position
• Promotion activities speed to market improvement avoiding delays and mistakes.
• Petrobras relation recovery and improvement – regional communication agreement – communication expansion.

COMERCIAL POSITIONS

• National Brahma Brand Monitor: May 2003 - Aug 2003 (Cervecería y Malteria Quilmes-Ambev merger)
• Direc Sales Implementation Plan Jun 2002 - Apr 2003
• Indirect Sales & Marketing Supervisor (Exclusive Distributor management) Sep 2001 - May 2002
• Direct Sales and big-accounts Supervisor May 2000 - Aug 2001

FINANCIAL POSITIONS

• Suppliers Payment Executive May 1998 - Apr 2000
• Treasury Executive Jan 1997 - Apr 1998
• Treasury analyst Mar 1996 - Dec 1996
• Account office analyst. Feb 1995- Feb 1996
• Account office assistant Aug 1994 – Jan 1995