Member of the Risk and Audit Risk Committee (01/10-04/13)

Member of the Forestry Committee (04/08-04/09)

Member of the Audit and Compensation Committees (4/05-04/08)

• Largest integrated manufacturer of MDF boards for the furniture industry in Latin America with plants in Argentina, Brazil, Chile, Mexico, and Venezuela and timberland in Argentina, Brazil, and Venezuela.
• Advises management on business strategy, merger, acquisitions, and the implementation of SEC guidelines during the period the company was listed on the NY Stock Exchange.

www.masisa.com

• Manufacturer of fibro cement boards used in construction with unique patented asbestos-free technology using as fiber recycled newspapers.
• Managed the spinoff of Plycem from Amanco (www.amanco.com), the organization of the new company to maximize its sales value.
• Expanded the product lines and modernized its tree plants in Costa Rica, Honduras, and El Salvador.
• Managed the development of a new construction system and was awarded the R&D team a series of US patents.
• Developed and launched successful new products in the USA that motivated Mexalit (www.mexalit.com) to buy Plycem in 12/07 and managed the transition.

www.plycem.com

Member of the Executive Committee

Director of the Amanco Group (06/05-03/07)

• Grupo Nueva is a strategic holding financed by the Swiss billionaire and philanthropist Stephan Schmidheiny (www.stephanschmidheiny.com), the founder of the World Business Council for Sustainable Development (www.wbcsd.org).
• The holding was created to apply the ideas of Schmidheiny on sustainable development and finance AVINA (www.avina.com) important foundation he created for promoting sustainable development in Latin America.
• Responsible for the merger and acquisitions of the holding and the controlled companies Amanco (www.amanco.com) sold on 03/07, Masisa (www.masisa.com), and some less important companies that were sold during 06 and 07.
• Participated, as Member of the Executive Committee in supervising and giving strategic direction to the controlled companies including the decision to sell the Amanco Group.
• Retired after reaching the mandatory retirement age.

• The largest manufacturer of plastic pipes, fittings, and accessories in Peru with 30% of the market
• Shadow managed the successful turnaround and diversification of the company.

• The largest manufacturer of plastic pipes, fittings and accessories in Argentina with 37% of the market
• Managed successfully the turnaround of the company that had just made a disastrous acquisition and the Argentinean 2001 crisis.
• The company was elected one of the best companies to work for in Argentina.

www.amanco.com.ar

President and CEO of the Amanco South Cone of Latin America

Member of the Amanco Group Executive Committee

• The Amanco Group is the leader in Latin America in the manufacturer of plastic pipes, fittings, and accessories with Presence in 14 countries, and Amanco Brazil with 25% of the market is the vice leader in the local market.
• Was invited on 06/98 by the President and CEO of Grupo Nueva to become the Chairman of the Board of Fortilit in Brazil with the objective to supervise the turnaround of the company and acquire a competitor.
• Fortilit acquired Akros in 11/99 and the planned merger got into trouble due to management problems.
• Was invited by the President and CEO of Grupo Nueva and its Chairman Stephan Schmidheiny to take over the two companies and successfully managed the merger, the turnaround of the operations, and the creation of Amanco Brazil.
• The company was elected as one of the best companies to work for in Brazil and Latin America.

www.amanco.com.br

• CPFL is one of the largest and most successful electricity generating and distribution companies in Brazil privatized in 11/97.
• Was hired to manage the privatization of the company by the new controllers Bradesco (www.bradesco.com.br), Camargo Corrêa (www.camargocorrea.com.br), Votorantim (www.votorantin.com.br) and PRVI (www.previ.com.br).
• Managed successfully the privatization, reduction of more than 7 thousand employees to less than 3 thousand and the operational and financial turnaround.
• The company was in this turnaround period elected one of the best companies to work for in Brazil.
• Received honors from municipalities and local newspapers for his support of local social health care systems and the promotion of cultural events.

• A subsidiary of Schindler from Switzerland the company is the largest manufacturer service provider of elevators and escalators in Brazil with over 50% of the market.
• I took over the company when it was in the fourth position in the Brazilian market and managed it to grow to second place.
• I was instrumental to initiate the negotiations for the acquisition of the number one competitor before leaving the company to manage CPFL.

Vice President of Grupo Abril and Member of the Executive Committee (1/94-6/94)

• Grupo Abril is a large communication conglomerate with magazines, books, and cable and satellite television.
• Was invited by the Chairman, President, CEO and controlling shareholder of the Grupo Abril to manage the turnaround of the troubled cable and satellite television operation of the group.
• Concluded that the only solution to stop losing money was to shut down or sell the television operation.
• The controlling shareholder did not agree and wanted to grow the business.
• Faced with this dilemma resigned from the group.
• The subsequent history of cable and satellite television in Brazil proved that he was right.

Publisher, General Manager and COO of Editora Abril (1/91-12/93)

• Editora Abril is the publishing division of Grupo Abril with mote than 80 successful magazines from VEJA (www.veja.abril.com.br), Exame (www.portalexame.abril.com.br), Playboy (www.playboy.abril.com.br) to Disney comics.
• Successfully recuperated the troubled magazine publishing division by empowering the editors of the magazines by tying their bonus to reader’s satisfaction and financial performance of their magazines.
• Reorganized and professionalized the sales forces for advertising, subscriptions, and newsstands improving substantially the profitability of the division.

General Manager and CEO of Listel (6/83-12/90)

• Started de telephone directory Company with a US$ 50 million loan from banks to use the excess printing capacity of the Grupo Abril.
• In six-year reached annual sales of over US$ 170 million, with a sales force of over two thousand, publishing directories for 80% of the Brazilian territory and repaid the loan.
• The sales and marketing success of Listel was recognized internationally with twelve “Gold Book Awards” from the American National Association of Directories Publishers during the period.
• Received three “Top de Marketing” from the Brazilian Association of Sales Managers, the “Marketing Best 89” award, and was elected “89 Marketing Man of the Year” for São Paulo by the Brazilian Marketing Magazine.

Director Planning and Control and Secretary of the Executive Committee of Grupo Abril (09/82-5/83)

• Hired to help turnaround the group, introduced strategic management (integrating the planning and control activities), and developed a new management information system geared to promote accountability that improved significantly efficiency and profits.
• Directed the diversification efforts and started Listel (see above).

• Hired to coordinating the planning of the turnaround of the group composed of 11 companies, more than 26 thousand employees and sales over one billion dollars
• Responsible for measuring and reporting progress directly to the Board of Directors and a Committee of Banks representing the creditors.
• The turnaround was successful in the middle of the economic crisis of 1980, but later in the mid-’90s new problems came up and the companies were sold to avert bankruptcy.

• Hired to coordinating the planning of the turnaround of the group composed of CICA the largest canned food processer in Brazil, Banco Auxiliar a large bank and Construtora Bonfiglioli an important high rise residential construction company.
• Made a diagnosis of the situation of the group and presented to the president and controlling shareholder recommendations on how to turn around the companies.  Resigned after the president decided not to follow the recommendations. Five years later the bank went bankrupt and the other two companies sold to cover debts.

• Managed large consulting projects in turnaround, product and technology development, engineering, marketing strategies and management of large project in the USA, Europe and Brazil.
• Some of the larger consulting project was the transfer of the Casa da Moeda in Brazil from its location in downtown Rio de Janeiro to its new location in Santa Cruz, the development of the basic engineering capabilities in Usiminas in Brazil, and the construction of Açominas also in Brasil.

• Participated in the development of the control system of a complex antiaircraft defense system adopted for Germany and Holland.
• Was the technology gatekeeper for system theory with ties to the Swiss Technology Institute Zurich (ETH-Z), and technical consultant for clients and suppliers.

• Responsible for the development of numerical control systems for high precision machines.
• Designed the first microcomputer-based numerical control system.