Camilo Kejner 208 W Shearwater Ct, Apt. 73 // Jersey City, NJ 07305 (305) 924-1282 // (201) 377-2397 [1]camilo.kejner@sloan.mit.

edu SENIOR GENERAL MANAGEMENT EXECUTIVE International Operations, Full P&L Management, Finance, Marketing Management Comprehensive experience in executive management roles in charge of full P&L in excess of $ 200M, budgets, operations, marketing, partner relations and contract negotiations, all with international oversight, direct reporting and accountability for as many as 32 operating companies across the Americas, Europe, Africa and Australasia. Proven ability to set goals and develop / carry-out strategic plans for the achievement of those goals. Talent for bringing together, working with and heading successful teams, launching new business units and managing company divisions within start-up and multinational corporate environments. Bilingual English / Spanish, working level knowledge of Portuguese. BBA in Marketing & Management, MBA in General Management. * * * * * * * * * * * * * * * * * P&L Management Budget Setting / Management Overhead Control & Management Creating Value for Shareholders Organizational Design & Restructuring Product / Brand Development Empowering & Managing Senior Staff Team Leadership & Development Creating Value for Shareholders Increasing Revenues & Profitability Turnarounds / Driving Change Global Contract Negotiations Media, Corporate & Artist Relations Product Marketing [plan and deploy] New Business / Market Development Promotional & Event Marketing PROFESSIONAL EXPERIENCE EMI MUSIC INTERNATIONAL 2006-2010 EVP & Chief Operating Officer, International 2009-2010 Chief Operating Officer, International 2008-2009 Chairman, EMI Music South America 2006-2008 Managing Director & President, EMI Music Argentina 2006-2006 Held complete P&L and strategic oversight over two regional offices and 18 operating companies across all continents, preceded by functional responsibility over these and another 14 operating companies on product strategy, investment and acquisition, individual project profitability requirements and contractual terms.

Managed the company's `Rest of World' Division, resulting in streamlined operations [ran 5 sub-regions], reduced operating costs [shared resources across regions], improved cash conversion rates [to ~ 95% from 67%] and increased profitability year-on-year, every year. Responsible for setting, allocating and pursuing individual company budgets totaling $ 217M in net sales and $ 43M in EBITDA. Increased EBITDA by 10.9% in 2009 [vs. 2008] and 16.9% in 2010 [vs. 2009] Analyzed critical business requirements, needs and opportunities, and worked with local teams in developing tailor-made localized, cost-effective approaches to problem solving and revenue generation. Completely restructured businesses in nine territories, recruited new heads for those businesses and reduced territory overheads by as much as 40% in some cases. Direct senior reports included 8 Country Chairmen, 3 General Managers and 6 Directors/SVP, for a total of 366 employees in scope. Negotiated and finalized numerous global contracts with potential partners [mid and long-term product suite licensing deals and direct acquisitions] ranging in value from ~ $ 1.2M to $ 27.5M. Part of the management team responsible for designing the terms of the 360 [or full-rights acquisition] business model, and personally responsible for driving its implementation globally [excluding the US & UK], which resulted in percentage of contracts signed with extended rights going from 9% to 49% [as a % of total] in two years. Pioneered and accelerated a major overhaul of corporate culture in terms of incentivizing accountability, P&L management per project and product suite management on a local level in each operating business unit globally. NEW LINE CINEMA - TIME WARNER, INC. 2000-2004 Director - Latin American Region 2000-2004 Initially brought in to design and oversee the launch and management of a start-up office in which to centralize responsibility and run company activities previously performed by distributors and vendors throughout the region and monitored from Los Angeles. During the first year, the key tasks included all aspects pertinent to the operational and commercial aspects of the first installment in