CASES OF SUCCESS

 Implementation of factoring schemes with clients and suppliers that freed up 11 billion pesos in cash, reducing financial debt by 90% and generating alternatives to support sustained sales growth of 30% annually for 4 years.  

 In the midst of a crisis that reduced income by 85%, an expense reduction program was implemented that allowed the company to reach break-even point in less than a year.

 Strategy of changing the size of the company's target client, which involved tripling sales in 3 years, going from 50 billion to 150 billion pesos.  

 Renegotiation of 80 billion pesos in debt, which freed up cash in the short term and reduced the interest rate by 400 basis points, reducing the total financial cost by 3.2 billion pesos per year.  

 Development of a strategic planning process that brought partners closer together, unifying the purpose of the business through a growth plan, with clear roles and responsibilities, which allowed the company to double its profits in 3 years.  

 Sale of a business unit with low profitability and high working capital Investment, which allowed the release of resources that were invested in businesses that had 3 times the gross margin of the business sold, reducing 35% of the financial debt and generating interest savings of 2 billion per year.  

 Implementation of a model for analysis, monitoring. and information construction through periodic reports and committees, which allowed an early-stage company to develop a results-focused culture, reducing losses from 150 billion pesos to 50 billion pesos per year.  

 Design of a diversification strategy in medium-sized cillients based on customer knowledge, portfolio protection, and better product turnover. Resulting in the 3 main clients reducing their share from 32% to 10% of revenue one year later.

 Analysis by product line, which allowed for the elimination of 40% of the marketed references that represented 10% of sales and 2% of gross profit, which made the company more efficient, streamlining orders for the most profitable products and increasing its final profit by 9%.  

 Raise and structure the debt necessary for the implementation of a new production plant and a new distribution center for 35 million dollars, which improved the company's profitability and product availability times.  

 Achieving the valuation and acquisition of a company that opened a new avenue for strategic growth, generating 10-fold sales synergies and 15-fold profits compared to the acquired company, diversifying the acquiring company's portfolio and income.  

 Financial evaluation for a potential 5 billion peso investment in machinery in the business unit that was no longer profitable. This allowed resources to be redirected to the more profitable marketing unit, representing a 14% increase in total business profits