Ariel Levy Navarrete

Responsible for the management, administration, operation and sales of the After Sales Department at Chilean Level. Reporting directly to the Regional Managing Director. • Startup of the company since August 2015. • I achieved a turnover increase of about 30% of the AS dept. in 2018 vs 2017. • I achieved a 30% increase in spare parts sales 2016 vs 2017 and an increase of 32.5% 2017 vs 2018. • I achieved service sales of over 55% 2016 vs 2017 and 28% 2017vs 2018. • Q1 – 2019 I achieved a 24% EBIT of the AS area. • I developed sales of aftersales products and services such as FS Contracts, Annual Maintenance Contracts, Labor Contracts, 24/7 service system, service packs, battery services, complementary projects such as battery rooms, guided cutting edges and customer trainings. • I developed the sales business of maintenance and repair services for new non-owner customers of the Jungheinrich brand. • I developed the area of coordination and dispatchers of services of Technical Service. • Developed and implemented a nationwide service and parts sales support network. • Developed and implemented the product support network for distributors in LATAM. • I created a sales incentives system for the AS crew (service managers, dispatchers, AS controlling, technicians and service sales executives) • Creation of a technical service structure based on team leaders and service zones. • I developed the necessary procedures of the AS area that allowed the achieved turnover, an efficiency improvement and a positive result of the area, having as horizon the customer’s satisfaction. • I developed the KPIs of the AS dept., based on revenue, productivity, efficiency, customer's satisfaction, service types, warranties, open quotes, lost sales, dead times and others. • I developed a training plan for the AS technicians and sales men. • I implemented the SAP Business One system for the AS area. • I implemented a system of periodical meetings at all levels.

Responsible for the direction, administration, operation and commercial management of the technical services area within the heavy machinery division, at a country level (13 branches) and the nation-wide technical service private dealers network, for areas without their own network. Reporting to the General Manager of the Division. • Increased the technical services sales volume to external customers by 50% and implemented the maintenance contracts sales. Annual average labor sales of MMUSD $4M. • Developed the 2014 budget of the technical services area. • Achieved a positive 2013 EBIDTA of the technical services area. • Developed a plan and generated synergies with the suppliers network and other divisions of the company in order to reduce the operational costs and expenses of the area by 11%. • Created standard procedures for production, safety and environmental impacts within the network. • Earned an outstanding improvement in the Employee Satisfaction Index of the area. • Developed, implemented and validated a 4-year training training program for technicians on an e-learning platform, together with INACAP (local University). • Modernized repair shops from a technological standpoint with investments exceeding $ 1 MM. • Developed and implemented Copiapo’s repair shop in 2012. • Developed and managed online customer satisfaction surveys in conjunction with an external statistics company, creating a rise in productivity KPIs from 89% to 105% per year and decreasing the annual “re-do’s” average to less than 1%.

Responsible for the management, administration and operation of the service area of heavy-trucks in Santiago and branches. Reporting directly to the Branch Manager in Santiago. • Developed and implemented the Santiago repair shop, under factory standards (Mack and Renault Trucks). • Implemented written procedures for both administrative and operational areas, for the heavy duty service department, such as billing, reimbursement and delivery of spare parts, work order creation, customer budgets, third party services and improvements related to environmental and safety practices. • Organized and corrected the outstanding customer billing as well as the outstanding factory warranty payments. • Created service packs which decreased the time in creating work orders, resulting in less waiting for customers, faster delivery of spare parts to the garage, and a reduction in potential errors when creating work orders after quotation, and, above all, more clarity and transparency for customers when quoting and billing. • Developed an operational structure for repair shops based on operational efficiency and productivity (KPI's), with a staff incentive plan for meeting goals, organization and cleaning, safety and customer satisfaction.

Responsible for the management, administration and operation of the technical area and aftersales services, both at the field site (R&M contracts and maintenance agreements) and at the Santiago garage and roadside assistance. Reporting directly to the Aftersales Manager. • Increased by 12% sales of spare parts and maintenance services from 2007 to 2008 through the development of maintenance and repair contracts, promotions, service packs and maintenance service development 24/7. • Generated close communication and negotiation with customers for equipment repairs and maintenance, satisfying their needs and providing them real solutions. • Decreased by 15% the operational cost the area, reducing to less than 1% the “re-do” rate. • Developed evaluation methods for reporting personnel, based on both general and specific skills, in addition to sales goals and KPIs, allowing a variable salary system for technicians and receptionists. • Carried out the ISO certification (9001, 14000 and 18000), the internal certification DOS (Operative Dealers Standards) and internal certification SRS (Scania Retail System).

Responsible for the management, administration and operation of the production area nationwide and the supplying area. Reporting directly to the Operations Manager. • Implemented KPIs for production, allowing an 8% increase in prodution over the same period the prior year. • Decreased by 12% (avg.) the operations spending budget compared to the same period the prior year. • Managed the project for a new plant for Santiago. • Established a plan for customer’s equipment resignation, increasing operational continuity and monthly billing by at least 7% and reducing repairing times and costs associated with equal or greater proportion by implementing maintenance and repairing activities time tables.

Responsible for the management, administration and operation of the division including the areas of HR, Maintenance, Operations, Planning and Acquisitions; fleet leasing sales, the preparation of the annual maintenance budget and preparing the ISO 9001certification for the Machinery Division. Reporting directly to the company’s General Manager. • Update delayed supplier payments. • Developed a warehouse with spare parts, components and essential instruments, with a control system based on the rotation of inventory and monitoring component repairs. • Implemented a fuel consumption control system. • Opened the machinery rental business to the mining industry.

Head of Mine Maintenance Engineering Dept. Responsible for managing and generating maintenance plans for a fleet of 120 high tonnage equipments; the application of new maintenance technologies, methods, control and monitoring systems; budget development of maintenance for 5 mining sites; generation of technical bidding for third party service contracts and the implementation and management of investment projects of the Superintendence of Crushing and Mine Maintenance. Reporting directly to the Crushing and Mine Maintenance Superintendent. • Implemented new maintenance methods, increasing fleet availability. • Managed the negotiation with third party repair shops and established a payment schedule based on flat rates, optimizing the delivery of repaired components and having them as planned. • Participated in the development and implementation of a cost reduction program for contractors, which saved 11% of regular operating expenses.

Responsible of the warranty administration of KMS Chile. Reporting to the Product Support Manager. • Recovered MUSD 7 and MUSD 8 from factory as warranties concept, 2000 and 2001 respectively. • Developed the maintenance engineering dept.