Felipe Burneo Arteaga

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Head of Commercial and Strategy

Chilean Rent a Car

Jul 2024 - Current (11 months)

Lead the Commercial and Commercial Strategy teams. Responsibilities include leading the Pricing, Revenue Management & Commercial Strategy, Marketing and Customer Care teams. Coach of multidisciplinary teams with 5 direct reports and a team total of 17 people. Lead the team through moments of change while implementing ancillaries and intangible sale focus to increase 4.5% revenues in the first 30 days.

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Account and Sales Director – Account Management

Sabre Corporation

Jan 2021 - Jul 2024 (3 years 7 months)

Account director for LATAM Airlines Group. Responsible to lead and orchestrate optimal commercial and operational teams' functions for account engagement and satisfaction. Client's first point of contact. Strong focus in creating business opportunities and overlook overall account health and status. Define, develop, and implement the Sales and Account Management strategy. Responsible for billing and receivables management. Contract negotiation under client's Chapter 11 bankruptcy reorganization. Overachieved yearly billing targets three consecutive years.

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Account Director

Sabre Corporation

Jan 2021 - Current (4 years 5 months)

- Responsible for Account Management, SaaS Sales, and GDS Distribution. - Account commercial leader with holistic responsibility for sales strategy, negotiations, account management, and business development. - Responsible for major account in Latin America region

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Adjunct Professor

Universidad San Francisco de Quito|

Sep 2020 - Jan 2022 (1 year 5 months)

- Adjunct professor at the industrial engineering master's program teaching fundamentals of revenue management

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Business Development Manager – New Tech Units

Grupo Medical SpA.

Jun 2020 - Oct 2020 (5 months)

Team leader focused on the development of new tech-centric business units to complement Grupo Medical's core businesses. Developments include use of new healthcare industry technology to optimize personnel shift coverage and time slot fulfillment. ⋅ Extensive diagnosis of the technological developments and redesign of the value proposition to achieve new businesses, alliances, and strategic partnerships. ⋅ Set the groundwork for the implementation of the tech-oriented strategic 5-year plan towards 2025

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Business Development – New Tech Units

GRUPO CDN MEDICAL

Jun 2020 - Oct 2020 (5 months)

- Five-month project. Team leader focused on the development of new tech centric business units to complement Grupo Medical's core businesses. - Developments include use of new healthcare industry technology to optimize personnel shift coverage and on-demand personnel requirements.

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Business Development Sales Manager Latin America

SPIRIANT

Nov 2017 - Apr 2020 (2 years 6 months)

- Commercial and Sales management is in charge of growing business with strategic customers in Latin America. - Define e implement long-term value proposition for B2B products and services development - Implemented and managed holistic supply of new products with annual value of USD $3,4 million + Achieved "top of mind" supplier category for excellence in product delivery and provided services + Lead negotiations with suppliers and clients to assure economic viability of new projects + Overdue invoice portfolio management to come to zero-level in 6 months with main debtors + Successful remote collaboration with teams in Europe and Asia in matrix and multidisciplinary teams

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Business Development Manager

Spiriant GmbH – Lufthansa Group

Jan 2017 - Jan 2020 (3 years 1 month)

Commercial and sales management in charge of growing business with strategic customers in Latin America. Define and implement long-term value proposition for B2B products and services development. ⋅ Implemented and managed holistic supply of new products with annual sell value of USD $3,4 million ⋅ Achieved "top of mind" supplier category for excellence in product delivery and provided services ⋅ Lead negotiations with suppliers and clients to assure economic viability of new projects ⋅ Account receivables management to come to zero-level in 6 months with main debtors ⋅ Successful remote collaboration with teams in Europe and Asia in matrix and multidisciplinary teams

Manager Revenue Management

LATAM Airlines

Sep 2016 - Oct 2017 (1 year 2 months)

- Lead a 4-person revenue management team giving support on problem solving techniques, self-empowerment and team/personal development. - Manage revenue optimization on international routes between South America and Europe (Brazil to England, France and Italy) worth over USD $320 million using best practices on pricing, demand analysis and inventory allocation.

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Revenue Management Manager – European Routes

LATAM Airlines Group

Jan 2016 - Jan 2017 (1 year 1 month)

⋅ Team leader for the Brazil – Europe routes in charge of revenue optimization with yearly revenue of over USD $385 million and an 18% yoy sales growth. ⋅ In charge of managing the passenger tickets sales from Argentina, Brazil, Paraguay, Uruguay, to Europe and the ticket sales of Great Britain, France, Italy and Nordic countries to Latin America. ⋅ Close leadership with Commercial areas involved in new route and market, route and network development. Launch of two new routes to Rome and Lisbon ⋅ Development of revenue optimization techniques for highly diverse and complex routes that included demand segmentation, data analysis, forecasting, and proactive pricing.

Senior Analyst Revenue Management

LATAM Airlines

Jul 2014 - Aug 2016 (2 years 2 months)

- Responsible for the optimization LATAM Airlines Group's routes Brazil Chile (Sao Paulo and Río de Janeiro) , Argentina-Chile (Buenos Aires and Mendoza) - Allocate seat availability at different fare class, O&D and point of sale in order to optimize route traffic, maximizing route and network revenue. - Identify and control inventory opportunities, seasonal demand fluctuation to assure appropriate capacity strategy to meet market needs. - Collaborate consistently with Commercial Strategy, Revenue Integrity, Airports and Operational areas. - Close and interrelated work with demand analysts to coordinate pricing strategies, market segmentation with inventory allocation. - Create weekly 6-month forecast for monthly load factor for each rout

Senior Revenue Management Analyst

LATAM Airlines

Apr 2013 - Jun 2014 (1 year 3 months)

- Responsible for maximizing revenue of LAN Ecuador Domestic routes worth $60 million a year in revenue. - Market and demand analysis of the Ecuadorian airline industry; close relationship and shared efforts with Network Planning to determine optimal seat availability. - Maximize revenue by adequate demand segmentation based on behavior and implementing tactics to improve fare structure. - Analyze and implement tactical and strategic pricing initiatives to increase specific metrics including: market share, yield, load factor and revenue. - Monitor competition's tactical pricing to advise on LAN pricing response. - Analyze fare usage trends, revenue, and markets to forecast future revenue opportunities. - Work directly with flight analyst

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Revenue Management Senior Analyst

Jan 2013 - Jan 2016 (3 years 1 month)

⋅ Responsible for the revenue optimization of LATAM Airlines Group's strategic routes between: Chile – Brazil, worth over US $220 million per year in revenue. February 2016 – August 2016 Chile – Argentina, worth over $180 million per year in revenue. July 2014 – January 2016. ⋅ Lead Revenue Management Team during the implementation of Copa América Chile 2015 5-month project valued at US $18M. Excellent results that contributed to the company's sole sponsor commitment. ⋅ Guide the new analyst onboarding project for better and faster team adaptation. ⋅ Deep analysis on the South American ticket sales to keep positive market share amid the development and new competition of low-cost and ultra-low-cost carriers.

Planning and Cost Control Senior Analyst

LATAM Airlines

Feb 2011 - Apr 2013 (2 years 3 months)

- Lead internal strategic and tactical planning processes such as personnel and cost requirements for operational and support/commercial areas. - Control and follow-up company's results by analyzing monthly financial and operational KPIs. - Analyze and redefine the distribution and cost allotment among different company's business units.

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Adjunct Professor

San Francisco de Quito, USFQ

Adjunct Professor at the Industrial Engineering Master's Program teaching the course on Fundamentals of Revenue Management during fall semester

Felipe Burneo Arteaga

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