Ignacio Fortunato

At the time, Easy.com.ar only had home delivery as an option. We received some feedback from our customers and we saw the trend coming in other retailers around the world. So we launched a proof of concept for the in-store pick up point, consisting of an MVP which ended up validating the willingness of our customers to adopt it.

Now, 60% of Easy.com.ar online orders are delivered through an in-store pick up point.

Easy.com.ar used to manage their stock as if each store were an island. There was no synergy between the stores and it had a cost reduction policy that the eCommerce operation should rely on the store operation itself.

One major setback for this approach was that the UX was severely affected. For example, a customer adds three products to his basket, then proceeds to checkout. At this point, the eCommerce will ask the customer how he would like the order to be delivered: to an address of his choice, or he'll pick it up at an Easy store. Once the customer has chosen, the system will calculate availability for each item based on a single sourcing point and give an error message if any item isn't available. No alternative choices were given.

Basically, Easy.com.ar was transfering its inventory distribution problems to the customer and saying to him: please buy but guess where are the products you want!

The new delivery optimization engine was designed to solve this problem. Now the customer has visibility of the stock distribution and his order can be delivered—or picked up at a store—by one or many sourcing stores or distribution centers.

This had a substantial impact on the eCommerce volume, making it grow more than 20%!

Prior to the creation of the commercial planning area, all the key business variables were planned and followed up individually, with little-to-no cross-analysis between them. As a head planner, I needed to have and give visibility of all key drivers of the business and most importantly make them coherent with each other, in order to ensure that the objectives were achievable and then identify any deviation from the plan, analyze it, and work in an action plan.

To do all this we designed a whole new process, supported by an Excel sheet, where we included all the key variables, their relations, and all the variations they have vs plan, last quarter/year, etc.

One of the major risks that the project had was change management. We tackled it by including key users both from commercial areas and finance during the design work and also making them the trainers for the rest of their teams.

More than ten years later the process is still alive and pretty much the same, although the Excel sheet evolved to a BI tool, proving it both useful and valuable.

Toyota Plan is Toyota's consortium business unit in Argentina. During and after pandemic lock-down it realized that was lacking the capability to offer a fully digital sales channel for its new subscribers.
So Toyota Plan set a project to design a solution that will address all legal requirements and at the same time comply with user experience best practices (when possible).
Ignacio, as the commercial manager, was responsible for the project implementation. He advocated to develop a final product that allowed the potential customer to experience a friction-less checkout process and at the same time being able to meet all legal requirements such as ID validation, proof of life, and documentation management.
The stage one of the project was deployed and digital conversion rate went up by 30% (from 9% to 12%).

Due to personnel rotation, key knowledge of how to build and maintain dashboards and applications in Power BI was lost.
Ignacio, help select the right person for the job: technically skilled in different tools, has the knowledge to assess and define the data architecture and design the long term roadmap.
The roadmap was presented and approved and the quickwins were acheived.

I designed my dream guitar shape in Autocad and printed the blueprint. I enrolled in a Luthier course and slowly but surely built my guitar.
Selected the tonewoods: Maple and Caoba. I then cut and sanded the wood to the final shape. After the skeleton of the guitar was completed, the electronic circuitry and functionality were designed, like the types of pick-ups, configurations, coil-tap options, etc., and then routed the wires and welded the circuitry.
Finally, I did the painting and lacquer protection cotes.