Fernando Del Valle

Responsibilities

• Accountable for end-to-end fulfillment operations in high-volume, fast-paced environments, ensuring SLA compliance, operational stability, and customer experience protection.
• Owned SLA delivery, order aging, backlog management, and operational prioritization, aligning execution with customer service commitments.
• Led peak season operations across two U.S. distribution centers, ensuring continuity of service under extreme volume conditions.
• Standardized processes and governance, deploying best practices across international operations in UK and South Korea.
• Led cross-functional alignment with Customer Service, Planning, IT, and Commercial teams to anticipate risk and stabilize throughput.

Key Impact

• Maintained >98% inventory accuracy and >99% fulfillment rate in high-volume operations.
• Supported operations handling millions of units weekly during peak demand.

Responsibilities

• Led commercial execution strategies, translating business objectives into clear priorities and actionable plans for the sales force.
• Acted as a strategic problem-solver and execution guide, resolving field-level ambiguity and driving consistent execution.
• Launched the Digital Sales Channel from scratch, generating operational efficiencies and a new online revenue stream.
• Managed customer escalations and VIP accounts, protecting long-term relationships and service credibility.

Key Impact

• Delivered 5M cards to 14,000 clients, ensuring execution continuity and service reliability.
• Reduced operational costs by 25% through restock strategy optimization.

Responsibilities

• Led annual commercial planning and execution of strategic sales campaigns.
• Drove 360° marketing initiatives in partnership with Sales and Marketing teams.
• Served as a key problem-resolution point for the sales force, clarifying priorities and closing execution gaps.

Key Impact

• Managed a $5.5M USD budget, improving salesforce retention and increasing average ticket size by 30%.
• Reduced product returns by 2% through targeted process improvements.