Mariano Aguilar

WORK HISTORY

EDUCATION

SKILLS

ABOUT MARIANO AGUILAR

When organizations listen to the market but don\'t act on what it\'s telling them, commercial potential gets permanently reassigned to whoever does.I\'ve spent my career building the infrastructure that closes that gap, at the intersection of commercial intelligence, creative execution, and organizational design.At Mondelēz / Give & Go, I built Category Insights from a single analyst into a commercial differentiator: proprietary market share measurement no competitor could replicate, 50+ active users, and a standing presence at the VP commercial table. Before that, in Mexico: I built the in-house agency that made Flexi the #1 top-of-mind footwear brand above Nike, campaigns produced from Los Angeles to Buenos Aires, managing a $4M annual marketing budget without a single external agency.Few marketing directors run an analytics function and a creative studio from the same chair. At Give & Go, that\'s the model, because the distance between a shopper insight and the brand execution that acts on it should be zero. The discipline that connects category management, shopper marketing, and revenue growth management to a commercial outcome is the same discipline that shapes what the packaging says and how the aisle is built.What makes the infrastructure last is the team behind it. At Give & Go, that means a team of 25 across four commercial functions, capability-building programs that trained 40+ commercial stakeholders, and category management moved from a specialty to an organizational standard.The companies where this work has the most impact are at an inflection point, where the manufacturing and sales model has taken them as far as it can, and leadership is ready to determine their own position in the market rather than react to it. That inflection point is where I come in.Currently leading Commercial Operations and Insights at Mondelēz / Give & Go and open to conversations with organizations navigating that inflection point.