ALBERT LEOVERAS

• Successfully implemented strategic commercial building blocks for B2C, securing 75% of company's core business, Cement
• Conceptualization and implementation of relevant Route-to-Market strategy and its investment to optimize capacity share, on-time product availability and off take driven activities supported by improve trade merchandizing initiatives
• Successfully executed rebranding launch of Dry Mortar business aligned with global direction
• Successfully lead B2C (Retail Sales Team) on market recovery drive in Q3 of 2022, posting 31% volume increase vs Q2 (Peak months) and 58% buying accounts recovery
• Provided coaching and mentoring to sales line managers, support leaders and collaborative effort for total organization, achieving seamless strategy transition and implementation
• Conducts targeted and applied learning modules for Sales Managers (on field)
• Established culture of continuous improvement, leading by example to drive operational excellence across organization.

• Sustainably delivered department's objective particularly on TSR (10% to 20%) & GAV and initiated process improvement on logistics & operations, sales and business sustainability
• Successfully laid out foundation for Geocycle Philippines' strategic goals, focusing on market development, process improvement and alignment with plant capability, and capitalize introduction of STAAR program to support Holcim Philippines strategic objective
• Strengthen internal and external collaboration with all stakeholders
• Developed and executed targeted business development initiatives, leading to expansion of company''s client base.

• Promoted to Regional Sales Head for Northern Luzon to be responsible for total sales operations of region
• Collaborate to all support groups, to maximize plant production, logistics efficiency and delivery company bottom line
• Delivered 15% sales growth for 2018- highest growth contribution of region for 2018
• Increased company growth through collaboration with sales and marketing departments.

• Responsible for sales and market share recovery (25% to 37% of one of highest revenue generating business unit
• Drive business unit to record-breaking sales height within first six-months of joining
• Initiated internal developments and challenge status quo of sales forecasting and product marketing
• Design and implement logistical resource requirements to support market needs thus achieving expected growth and market share, and providing customer excellence experience to target market
• Conducted regular territory analyses to ensure optimal resource allocation and maximum coverage of target markets.
• Established robust pipeline of prospects through diligent prospecting efforts, leading to consistent increases in new business opportunities.

• Responsible for re-structuring of sales structure and established operational system to monitor sales volume and daily sales team productivity
• Challenge current dealership model, and introduce and implemented new RTM (route-to-market model) to capture second layer dealers and end users, resulting to additional new accounts in low market share area, growing volume by 60%

• Responsible for Company's FY 2016 Strategic Planning process that re-engineered thinking process of sales management team from tactical to strategic mindset, following increase in sales head count by 50%
• Analyze and successfully implemented relative industry segmentation to service clients and deliver results to principals, at minimal cost and maximum result (basket selling)
• Initiate Business Unit model of Non- Food Team from merely principal based management
• Help win 3 major principals to be part of expansion
• Championed process improvements that led to increased operational efficiencies within division.

• Managed 3 (three) regions, with 10 direct reports, which composed of Business Development Managers, Regional Trade Marketing Executive, Trade Marketing Representative, and Regional Sales Admin Associates
• Manages 3 EXCLUSIVE distributors from Operations Manager, Sales Supervisors, Finance Managers, Warehouse Managers and sale teams with total of 120 head counts
• Challenge the current subsidy investment structure for both NLUZ & CLUZ and implemented structure with highest notable efficiency maximizing current available resources
• Implemented detailed OPEX analysis to identify most efficient subsidy investment for both North Luzon and Central Luzon

• Responsible for Company's FY 2012 Strategic Planning process that re-engineered thinking process of sales management team from tactical to strategic mindset
• Extended operational management to VisMin sales office, enhancing operational effectiveness and measure
• Highest performing division in company as of Sem1 of Fiscal Year 2011
• Posted 26% growth for Starch Group Business, 2% of Flour Business and additional sales from Provincial Luzon business, from zero account base to active buying of 20 dealers in just 6 months (Fiscal Year is Nov - Oct)
• Only division (among 3 divisions) who posted positive growth for first half of fiscal year
• Successfully conceptualize, crafted, launch and monitor expansion plan of company for North Luzon and South Luzon area
• Develop monitoring templates to successfully monitor and have available data ready for executive decision making
• Championed process improvements that led to increased operational efficiencies within division.

• Evaluate current manpower lineup and initiate manpower upgrade through performance evaluation, thus, elevating two CDM's to Regional Managers
• Establish coverage of MT sales team, from account coverage, efficiency, and execution compliance
• Design OPEX measurement template to guide whole team manage units profitability
• Meet teams sales revenue target for Q4 2009 (from average sales of 68M to 80M net value)
• Achieve 3% DIRECT SELLING EXPENSE reduction (27.3Mn) annual
• Managed national sales programs, supervised 24 sales representatives and evaluated KPIs for promotional opportunities.
• Resolved problems with high-profile customers to maintain relationships and increase return customer base.

• Lead (group of three (3) National Sales Managers) and represent sales group of company (Consumer Business Development Group) in absence of Sales Director and General Manager for Domestic Operations, for last 3 months, achieving sustainable 5% growth versus last year, with minimum cost (trade investment)
• Delivered 15% sales growth VS same period vs
• Previous year
• Conceptualize and design 'quick forecasting template' to cater second semester sales re-forecasting, taking into consideration time constraint, region and salesman performance
• Predicted shifts in regional and national marketplaces using current industry knowledge to stay ahead of competition.

• Conceptualized, designed and implemented distributor groups 5 year roadmap
• Successfully restructure TEAMS manpower compliment, aligning it to company's long term goal, from 3 major geo-areas to 5 major geo-areas, and enhancing manpower count from 15 - 19 distributor specialist
• Initiate and design reporting systems, business guide, skills enhancement programs to enable team to achieve, monitor and measure all business aspect and operational enhancement
• Evaluate and recommend appropriate business plans on per distributors and per area basis, identifying GAP and potentials, thus, optimizing profit through actual field opportunity evaluation
• Successfully launched 2007 NPI's (New Product Initiatives) through massive national road show, following tailor-fitted presentation and portfolio review for each distributor and their sales teams
• Successfully evaluated and restructured BUNETA and Region 1, resulting to area realignment, with END IN MIND of better coverage, stronger foundation, focus and better customer service level to our customers
• Achieved groups target growth for 2007, registering 17% against 2006 (First Time for Distributor Group to achieved target)
• Successfully implemented quacov (quality coverage process) for all distributor, program focuses on actual productive calls, not on total calls, and maximizing all active accounts through correct rps (retail performance standard) implementation
• Evaluated distributor capabilities and performance using dashboard, which is based on set KRA's using standard KPI's (sales, productivity, account management, fill rate, retail performance standard, and service levels)
• Conceptualize and design Business Review (BR) presentation to highlight account opportunities in terms of availability, distribution and merchandising in relation to company's billion brands
• Design and develop salesperson efficiency measure in doing its job, and related deliverables (merchandising, people management, account management and self management)
• Resolved problems with high-profile customers to maintain relationships and increase return customer base.

• Manage coordination, internal and external requirements, and lead total Gentrade Group in achieving its goals for Company and our principals, in absence of our National Sales Manager for Gentrade Channel
• Lead group of one (1) regional sales manager, and nine (9) distributor development managers, which form whole DPI Gentrade Group
• Promoted to Regional Sales Manager position on 13th month of joining Diethelm Philippines Inc., and task to manage multiline business of company, managing Principals Fonterra Brands Phil Inc
• (UCARE), ABCI (Sunbolt), ABSGEN Herbs Intl., Novartis Healthcare Phil
• (Gerber)
• Supervised 4 Distributor Development Managers, Managing total Luzon Business (5 Regions and GMA)
• Achieved regional sales objectives by coordinating sales team, developing successful strategies, and servicing accounts to strengthen business relationships.

• Successfully manage and reassure company and its business partners (distributors) in central Luzon during transition process from direct MFPI to national distributor
• Achieve monthly declared target by principal, and successfully achieved all sales parameters (i.e., collection, distribution, sales)
• Maintain all sales parameters related to distribution and Local Key Account Operations (off take, inventory levels, reports and distributor THRUST)
• Developed strong relationships with key accounts, leading to increased repeat business.

• Re-structure investments by renegotiating trade investment (display, subsidy, NSR's), thus attaining profitable operation despite the stiffed competition in the trade for Region 1,2 &3
• Customized local promotions to fit area requirement thus, achieving 8% increase on sales-to-trade (in comparison to previous year)
• Spearheaded NSR reduction scheme and achieved 75% reduction from previous year's records
• Successfully started up organization of Isabela K9 Club and ended in 30% additional sales in Cagayan Valley Region
• Obtained desired inventory in distributor warehouse; sales and trade investment on local key accounts, provincial-base national key accounts, provincial outlets of MDC, P&C chains, which resulted to more efficient customer servicing and better brand recall
• Documented safety action plans, quality initiatives and team performance into computer system.

• Recipient of Sales Achiever Award 2005 (total DPI Consumer Business Unit)
• Successfully launch UCARE brand as new principal to General Trade team, and team leader of Fonterra Brands (as new principal, for Whole DPI Sales Team)
• Member of extended sales management team of consumer business unit of DPI
• Effectively implemented rationalization of distributors in area of Region 3 to achieve focus and profitability, thus, increasing mind share to distributor salesforce
• Consistently achieved sales, distribution and collection targets of company in assigned area
• Identified customers' needs and provided information on appropriate products in effort to promote cross-selling.

Successfully restructure inventory management system of all distributors in region, eventually achieving sustainable sales base on off-take, posting 23% growth

• Standardized payment schemes of distributors aligning to company standards
• Secure required requirement by company credit and collection (i.e., letter of credit, bank guarantee)
• Reassure market for continuous supply and addressing its trade requirements
• Improved availability of all Must Carry SKU's in all Key Business Area in Region
• Pipeline all new SKU's launched by each principal and assured availability in all KOB's (kind of business) in Region
• Enhanced profitability by developing pipelines utilizing marketing and sales strategies.

• Successfully structured sales team and designed appropriate programs to achieved target sales
• Achieved 100% incremental sales in comparison to previous year's record of previous distributor, thus, doubling business
• Convinced management to extend coverage to local key accounts, this includes renegotiation, booking and collection
• Formulated standardized asset deployment parameters to reassure management of maximization of company assets
• Initiated recall and redeployment of major company assets (electric coolers) from and to trade
• Helped company structure its other line of distribution business (KCPI Distribution) during its planning and mapping operations
• Led cross-functional teams to achieve project milestones, ensuring timely completion and adherence to budget constraints.

• Company Overview: Leading food manufacturing company engaged in manufacture, sales and marketing of food products
• Leading food manufacturing company engaged in manufacture, sales and marketing of food products