Luis Gutierrez

Linea Light is an Italian lighting manufacturer encompassing several brands whose range go from decorative to architectural and industrial. In the ASEAN region is better known for the its brand i-LED, one of the pioneers in LED technology since they started using it in 2001. My role is to lead the team to increase Linea Light presence and sales in the ASEAN region.

Ecosense is a high quality US LED fixtures manufacturer whose growth has been stellar since its foundation (Inc. ranked Ecosense as the 59th fastest growing company in the US in 2014) It focuses on white LED solutions, with a very high commitment to bring new options and innovative products to customer's who need to enhance spaces with light (in 2015 the new linear range called Trov was awarded the prestigious Lightfair Innovation Award) At Ecosense I am responsible for the overall sales turnover in SEA. As part of this job, I have two main fronts: - Build the relationship, manage and train the distribution network. - Build relationships with the specification community (architects and designers) as well as, support them and teach specifiers about the new opportunities our solutions offer to them. I also need to ensure that all the actions taken and messages sent to the market are consistent with the company strategy. Some of my achievements and responsibilities in the organization are: - Increased sales 10 times in 2 years. - Increased pipeline from less than 1 million USD to 9 million USD. - Extended the distribution network to Thailand, Vietnam and Brunei.

Philips hired me to lead the strategic plan of developing business through the specification channel (architects and designers) in South East Asia. As part of the plan, the overall strategy of the initiative had to be defined: determine sales and marketing actions, select the right product mix, target the most suitable project segments (high-end residential, 5 star hotels, heritage projects, iconic facades...) Once this was done, it was my responsibility to implement it. Some of my achievements in the organization were: - Managed a team of 10 people across South East Asia that built the specification pipeline from zero to more than 50 million SGD. - Directly managed the international accounts and cross border projects within SEA. - Taught in several external and internal seminars about LED technology and its game-changing impact.

Luxiona is a Spanish lighting manufacturer with a sales turnover of 70 million EUR and sales in the five continents. Their main two brands are Troll (architectural lighting) and Metalarte (high-end decorative lighting) I was hired by Luxiona to start their office in Singapore to cover South East Asia. I was responsible for the P&L of the company in the region. This meant that on one side I also had to manage and expand the distribution network, while, on the other side, I had to build awareness and develop business through the specifiers. Furthermore, I had to build the team, train it and manage it, as well as, regularly update to HQ via calls, trips to Spain and written reports. Some of my achievements in the organization were: - Built sales pipeline from almost zero to almost € 10 million and achieved sales of € 1.1 million. - Hired, trained and managed two people. - Expanded the distribution network to Vietnam and Indonesia. - Re-structured the distribution network in Singapore.

Fabristahl was a company in a complicated financial situation. They hired me to lead the turn around. It was a 20 years old company whose core business had been the design, manufacturing and installation of steel structures for industrial buildings. However, due to the evolution of the market the customer's requirements to provide full fledge construction coordination works were growing. The jump into this service was unplanned and unorganized. Hence it resulted in the creation of a loss-making department. When I joined, I designed the department’s spin-off into a construction company called Lafer S.L. During my time there, I was responsible for the P&L of both companies. Some of my achievements in the organization were: - Designed and successfully implemented business plan to return to profitability. As part of the process: 1) Improved the business model creating Lafer and turning a loss-making department into a very profitable company (ROI of 3.5 in three years) 2) Developed the business plan and strategy for Lafer and attracted investors. 3) Renegotiated and restructured a € 1.5 million debt of Fabristahl. 4) Negotiated the lay-offs of 30% of the labour force in Fabristahl achieving a 50% costs reduction below the original objective. - Led a combined team of 25 people to: 1) Increase sales turnover from € 1 million to € 3.9 million. 2) Managed the project execution team to achieve average gross margin of over 25%, substantially higher than the sector average of 15%.

IT Consulting I Managed teams of up to 5 people to implement e-business and SAP projects.

IT Consulting I was responsible for analysing, designing and implementing software solutions within the industry sector.