Briefing

After living and working abroad since 2005, I relocated to the Chicago area in July 2015.

I am a P&L responsible executive with a strong base in operations management and change management. I also have experience in controlling and financial analysis, strategy, sales and distribution, project management, leadership, coaching and team building due to founding and launching a start-up, managerial training in SMP, my education at a European top 10 MBA program, and my recent forays into strategic consulting and business coaching. I develop and implement profit enhancement actions in both manufacturing and non-manufacturing environments.

I am looking for an operations management role in a highly visible position in an organization with upward mobility.

Education and Training

Education

- MBA (Master of Business Administration)

ESADE, Barcelona (Spain) – 2010

- B.S. in Aerospace Engineering

UNIVERSITY of MICHIGAN, Ann Arbor, MI – 2003

Training programs, online courses, and mini-courses:

- AT Kearney’s “Train the trainer” process improvement - Lean Startup & Entrepreneurship

- Lean Manufacturing and Six Sigma black belt training - Online Marketing and Community Mgmt

- Sales Controlling - And many more…

Highlights

Directly managed up to 26 employees and $45 million budgets with P&L responsibility, and further controlling responsibility over $850 million budget

Founded, quickly grew, and sold my own start-up company

Coached many other entrepreneurs through their start-ups

Successful culture change implementing lean manufacturing program in 10 factories in Spain, Portugal, Brazil, and Mexico.

Implemented and led Continuous Improvement program responsible for $43 million EBITDA savings under my 2 years of direct leadership (more than 100% over objective 8% of conversion cost) which is still primary CI vehicle of the company today.

Led due diligence and analysis for decision of M&As, JVs, Divestments, new “greenfield” factories in new markets, new product lines, and make or buy decisions. Formulated organic and inorganic growth strategies.

Proposed and guided implementation of distribution channel restructuring and partner rewards program resulting in increased promotional effectiveness (+40% gross adds, stable churn, and 2 point market share increase)

Languages (ILR Scale):

- English (Native), Spanish (Full Professional Proficiency)

- French, Portuguese, Catalan (Limited Professional Proficiency)

- German (Elementary Proficiency)

Experience

Aug.05 – Jan.13:

SMP Automotive (formerly Peguform), Bötzingen (Germany) and Barcelona (Spain) . Operations Management and Lean Manufacturing base then given P&L responsibilities and rotated through key finance and sales functions as grooming for senior management.

A leading worldwide specialist for automotive exterior and interior modules. Approx: $2 Billion sales, 10,000 employees

Director of Controlling /Projects and Sales Controller, Jan 2011 – Jan 2013

Director of Controlling for Peguform Iberica/Latin America with 2500 employees and $850 million sales and of its Engineering Business Unit with 26 employees and $45 Million sales.

Led 9 plant controllers to implement best practices in 4 countries: unify cost calculation methods, pricing, investment analysis, benchmarking, product/customer profitability analysis

Increase profits on engineering changes from 8% to 22% EBITDA ($2.6 Million improvement) through supply chain management, introduction of agile engineering methodologies, development of negotiation matrix “cheat sheets” to optimize sale price improvement

Reported to CFO as Director of Controlling and VP Sales as Director of Projects

Operations Controller, Nov 2009 – Jan 2011

Implementation of Balanced Scorecard for proactive forecasting and controlling: drive results instead of report them. Creation and control of KPIs to align processes and support departments with company strategy.

Led strategic studies for organic growth (new plants in emerging markets, new product lines in plants), divestment of cash hungry businesses, and coordinated operational and financial due diligences for M&As and JVs.

Definition of production and back-office processes for new greenfield plant in Atibaia, Brazil. Co-led plant launch and trained and developed controlling, logistics, and engineering personnel in new plant.

Unofficial oversight and coaching of new Central Lean Manufacturing Manager

Reporting to COO and CFO

Central Continuous Improvement Manager, Jan 2007 – Nov 2009

Led multisite team of 10 Continuous Improvement (CI) Supervisors and coordinated their teams’ efforts to prioritize CI projects in company pipeline by cost/benefit/time

Selected achievements: 40% reduction in worker injuries related to cutting processes, $43 million cost reduction (17% of conversion cost, more than twice company objective), 24% increased inventory turn rate & 2% increased service levels, 30% DPM reduction on products in production for more than 1 year, injection molding OAE increased from 65% to 88%

Led Workshops and kaizen events focusing on Kanban, SMED, TPM, VSM, and Poka-yokes

Professionalized Continuous Improvement in company and separated its organization from Engineering, now each plant has a Lean Manufacturing department.

I was identified for management potential, sponsored for an MBA, and rotated through key finance and sales positions (control and projects) to train me for senior management.

Pegu-Best Program Implementation, Apr 2006 – Jan 2007

Underwent AT Kearney’s “train the trainer” training in change management and operational improvement techniques both in shop-floor and administrative processes

Implemented system of benchmarking and exchanging best practices between plants with focus on quick wins. Implementation successful in 10 plants in Europe and Latin America.

Quick wins earned senior management program acceptance to focus on more long term initiatives: VSM, SMED, TPM, and formal training in Lean and 6Sigma for members of CI team.

Creation of system to foster know-how exchange between plants in principle technologies.

Industrial Engineer, Aug 2005 – Apr 2006

Value stream mapping, definition and documentation of standard work and visual management, coordinate 5S audits, load balancing, all in the scope of a new factory launch.

Dec.14 - Present:

Consulting with Insight Solutions SL for Telecom customer Ooredoo Algerie, Algiers, Algeria

A leading communications company delivering mobile, fixed, broadband Internet, and corporate managed services in the Middle East, North Africa and Southeast Asia. Approx: $9 Billion Sales and 17,500 employees.

Senior Strategy Consultant, Dec 2014 – Present

Define tri-axial segmentation of third-party Points Of Sales (POS) in the residential prepaid mobile phone market, and re-segmentation of the corporate market

Creation of the Preferred Partners Program (PPP), defined to ensure that Ooredoo meets the needs of each third-party POS as a business (based on Maslow’s pyramid)

Definition of rollout plan and team for implementation of the PPP and restructuring of the distribution channel in accordance with the PPP

Create tools to help Ooredoo employees make better forecasts, and automate of local market share calculations based on network saturation

Working remotely from the Chicago area as of July 2015

Sep.13 – Jun.15:

Business Coach for the Barcelona area Start-Up and Small Business community, Barcelona, Spain

Self-employed. Coached entrepreneurs, founders of start-ups, and founders or managers of small companies in the IT, Tech, and Fashion sectors.

Business Coach, Sep 2013 – Jun 2015

Coached entrepreneurs to help them design business plans, create MVPs, receive financing, and ultimately launch their start-ups (pro bono for entrepreneurs)

Coached start-up founders for leadership, team development, & time management through leader standard work, business repositioning to find their niche markets, and increased sales through changing the distribution strategy

Coached small business founders and CEOs in aligning HR strategy with business goals, implementing balanced scorecards and KPIs for the organization and support departments

Sep.11 – Jul.13:

Co-Founder and CEO of Barcicleta SL, (Operating under the name BiciBarBCN), Barcelona (Spain)

A new way to meet people and see the city, and the only 0 calorie open bar! Approx: $1 million sales and 24 employees at time of sale.

General Manager, Sep 2011 – Jul 2013

Defined all processes for the new company. Selection, development and leadership of personnel. Implementation of results driven, innovative, lean company culture and leader standard work.

Negotiate with public administrations (city halls, regional and national government ministries, tourism offices) to open new markets for ecological, innovative tourism company. Negotiate financing with banks achieving a 3 to 1 leveraging on invested capital.

Growth from 1 to 24 employees (11 FTEs) and $0 to $1 million sales in first full year

For-profit sale of company

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