JONATHAN ZEVALLOS

Commercial management for distributors, pharmacy chains, and commercial partners

• Responsible for the net sale, commercial initiatives, and commercial support department
• The team leader of three employees
• Maintaining days in inventory without any major variations for 36 months
• A 20% reduction in returns
• Improvement in the business relationship with the business development partner, achieving the following:
• Backorders reduction by 20%
• Change of commercial strategy in the respiratory portfolio, generating incremental sales of 15%
• Implementation of corporate policy and procedures
• Optimization of the commercial discount in the trade channel, based on the strategic brand client’s potential
• Gross to Net impact of US$130k (2019).

Sales management in the traditional channel of OTC products in a joint venture with Procter & Gamble

• Overseeing Quimica Suiza account
• In charge of 15 employees and reporting to the Sales Director
• Implementation of a new work methodology and monitoring of the sales team, achieving the following:
• Increasing weighted distribution by 5pp
• Best sales team in 2017, best sales representatives 2016/2017
• Restructuring of sales and distribution strategy, achieving the following:
• Growth of the traditional channel: sales grew by 18%, and turnover grew by 17%
• A 7pp increase in the business unit participation in TEVA
• Exceeding the annual target by 10%
• Improving the business relationship with client Quimica Suiza, achieving the following:
• Channel growth: sales grew by 18%, and turnover grew by 10%
• Exceeding the annual target by 12%
• Launch of five products in different and new categories, achieving the following:
• Supplying the 2,000 most representative point sales in the market in the first three months
• Launch of three products rated as the best in the OTC market, according to IMS Health Peru auditing firm.

• Creation and execution of marketing and trade plans for strategic brands
• In charge of two employees and reporting to the OTX Manager
• Restructuring salesforce, exceeding the annual sales target by reaching 105% and 110% of the operating profits, a 10% increase from the previous year
• Restructuring sales channels by reducing price distortion between channels, increasing client confidence and retention
• A 20% reduction in the 40-product portfolio, achieving:
• A 10% growth in the most important products of the business unit
• A 30% reduction in the depreciation expenses of the company’s most important products.