ENRIQUE BARREIRA c/ Camino de Cortes s/n , Urb Ribera de Guadalmina casa 8, San Pedro de Alcantara .Marbella .Malaga 29670 Mobile Phone: +34 699 069 805 PROFESSIONAL EXPERIENCE After my decision to leave my top international position (Southern Europe Regional Director) in MCI (MCIWorldcom, 2nd largest telecommunication s operator in USA) in August 2004, I was initially focused on a key project for me, my personal life, and so I was getting married October 2004 and also I was recently becoming father of my first son in October 2005, my second one in Dec 2006 and now my third and last one for the moment that will be born January 2008. But at the same time in this period I was, working as free-lance, mainly helping medium size companies, in management and sales consultancy on yearly contracts, as you can find out just below. At the moment I am the Group Managing Director of a new company decicated to international marketing, brand globalization and international commercialization of products. But honestly I miss a lot to work as part of corporate estructure so I will be really open to look at attractive projects specially if it is an international environment and in a consolidated company with interesting career opportunities, where I believe my background, experience and my capacity to deliver results will fit . Hestiun , Royal Resorts Sport and Leisure Group May 2007 until now Group Managing Director Hestiun, a Royal Resorts Sports & Leisure brand, is a pioneering company in the field of international service representation, brand awareness, international marketing plans and global commercialization solutions. We will partner of the best international property developers making them visible and relevant all over the world. Via partnerships with the most relevant international brands in areas of consumer interest, such as Manchested United , ATP tennis, Unicef Hestiun enables your companies to be known on worldwide basis as well as to achieve prestige Fisher Island & Rushcliffe Group April 2006 May 2007 Managing Director This is a group of Real Estate development companies, a real state sales agent, and an Interior Design company, focused on developing and building luxury villages and apartments in Miami, Marraquesh and Spain (Alicante &Costa del Sol). I was the Managing Director of the group dealing with company business issues on daily/montly basis, but also I was, creating a professional structured company, building a professional team, defining the structure, roles, departments, as well as internal communication and processes between all of them. Grupo GOYASA (General de Obras y Alquileres S.A.). March 2005 april 2006 Managing Director This is a group of Real Estate companies as well as a Construction Company, focused on developing and building luxury villages and aparments in Costa del Sol (South of Spain) (www.goyasa.es) with more that 150 direct employees (over 300 in total), his own architect studio and a capital value over 300 million Euro. I am the Managing Director of the company but besides managing the company on daily basis, my objective also, is to move this large familiar business in a professional / structured company, buiding a team, defining the structure, roles, departments, as well as internal communication and processes between all of them. Creating a professional commercial department to maximize business results of the company and to prepare company for new challenges in Easter Europe and South America, where they pretend to jump in. Sept 2004 March 2005 BTS-USA (in USA), System One World (in South Europe). This company is a long distance wholesale carrier with headquarters in Miami and Madrid, and presence in London, Paris, Milan, Panama, Ecuador, Peru... as well as PTT direct interconnections in most of central and south America relevant countries, plus, at the moment, 15 countries in Africa. My role here, as external consultant during 6 months (Oct 04 to March 05), was to leader the business development function, looking for new customers and business opportunities, in all EMEA (mainly Italy, UK, France), as well as set up a proper sales department, structure, reporting, communication and also training the managers Western Union Angelo Costa Spain. Angelo Costa is the biggest official Western Union licensed in EMEA, my role here, as an independent consultant was, for 6 months, being one of the members of the Board, representing a Spanish private shareholder, controlling P&L, and deciding new investments MCI (WorldCom) , now Verizon Business Sept 2000 to Sept 2004 Wholesale Regional Director, Southern Europe. Head of Sales for Southern Europe in the Wholesale LOB (line of business). This LOB inside MCI-EMEA represents more than a half of the total revenue of the company here (more than 2.4 billion US$), this is an independent organization inside the company and his scope is to be in charge of the commercial relationship with operators, carriers, aggregators, ISP s, ASP s in a nutshell relationship with companies which their core business are Telecommunications. Worldwide Key account manager for Telefonica, Telecom Italia, and Tiscali. (3 of the most important customers worldwide) Company since I was joining in, was changing very much specially in my region. HQ was getting a clear focus in the potential of the south region business, investing here with more than 700 people in total in the region. So we were passing from a sales team of 5 people (when I joined in) to a fully structured & professional senior team just in wholesale sales of more than 50 senior people (5 Country Managers, 25 senior account managers, 5 technical consultants, 2 special bid manager, and 5 sales assistants) in the 5 countries. Here, in this particular point, creation of teams, and team spirit and motivation, is where I believe my contribution was higher, especially in so difficult and declining times and markets. Evolution of the business in my region in this period was really significant. Here some relevant examples about revenue performance and evolution. Spain year 2000 $5 Million US, 2001 $19 Million US, 2002 $39 Million US, 2003 $45 Million US. Even more amazing trend on Italy, where in January of 2001 our monthly recurrent revenue was around $ 2 Million US and for instance in June 2002 our monthly recurrent revenue, was $ 12 Million. 2003 was a transition year in the Italian market where important players were shutting down and various others being integrated/absorbed in individual operations, even so in 2003 we managed to close $110 Million US. About Portugal I was taking this responsibility at the beginning of 2002, setting up the operation and the team and we expect to close year around $ 4 Million US. Overall in the region a huge and wide customer list, in the region, with very different kind of customers, big carriers, PTTs, aggregators, big and small ISPs where we have been selling all range of Voice, Data and Internet products. Also as top responsible of the region I manage budget issues and staff and target resizes, risk assessment of customers in difficult financial situation. Besides selling, and selling very well, I have to say, my team is fully oriented to market place evolution and comprehension, competitive pricing analysis, demanded sales practices acquiring/maintaining healthy customer base, and also taking care of credit and collection function. Excellent References available from Mr. John Breslin, Sales VP Wholesale EMEA Managing Director of MCI (WorldCom) Spain & Portugal. Assuming cross-functional leadership, being also the Top customer-facing representative of the different lines of business (Wholesale, Retail-Corporate, and Global Accounts). Being the ultimate responsible of the country P&L and corporate Governance issues. Having also, the role of legal representative and Head of public relations with local Institutions, National Government and American Institutions in country. Since I was taking this responsibility, market and company situation where changing dramatically. Making a long story short, 1st year of growth and consolidation of the organization, 2nd year of the integration of our 2 companies in country UUNET (our Internet factory) and WorldCom. Two completely separate organizations, different business, quite different cultures and approaches to marketplace. It was quite painful, because of the redundancies of the integrated staff, (job cuts) and necessary cost savings and investment&expenses reductions but successful in terms of final business results. The final company (WorldCom) had the best of the mix of the two cultures, experienced staff, know-how and a larger range of products (Voice, Data, Internet) to offer to our various customers. To get it done, I was personally leading and executing a plan, to get the final result we were looking for: the best team, with a true team spirit, clear guidelines and most important passion for customers. WorldCom financial scandals in the US and Chapter 11 situation were determining very much in my third year in the company. After such events, I was then making the decision to create and to execute completely new business plan and also a restructuring plan for the company here. With clear mind to be able to become a company able to finance to us. As part of it we were doing 3 RIFs (Redundance in Force) processes, passing the company from 170 people to 48 employees at the moment. Centralizing all logical support functions in 2 major support centers in Europe. We were executing a very aggressive plan of cutting cost and expenses and an entire revision of our assets and network, with the objective to reduce at minimum our line cost and our SG&A (Sales and Administration expenses) without affecting our service to our customers. It is painful to lose colleagues of us, but we were through this process to save the company in country. And I have to say that we did, and we did it very well, maintaining our customers, improving our gross margin in 5 points, and becoming EBITDA positive in less than a year. Company in country in these three complicated years into the Telecom market was passing from residual revenues to becoming a operation of close 60 million US$ revenue last year. In a nutshell, I really believe it is a successful story, even during the most difficult years in the Telecommunications arena and in particular hardest time of the company itself. We have been growing revenue in an amazing way in these close to 4 years, maintaining loyalty of key customers in hardest times, resizing staff without affecting operation, restructuring business and reaching the goal of making it profitable. Target Achieved Excellent References available from Mr. Carl Roberts, Chief of Staff EMEA Lucent Technologies. (Bell labs Innovations) May 1999 to Sept 2000 New Operators Sales & Business Development Director. Director of the business development ( huntering ) for the new operators in Spain, after the liberalization of the Telecommunications. Account Director for new operators in Spain, leading the Pan European Operators Accounts in the Spanish market place. In this period we have signing several significant contracts with new players appearing into the market place. Most of them turnkey projects even including wireless contracts with LMDS players. I mention this because in these cases we have been closing these contracts without a specific wireless product available in the Lucent s portfolio. Creating in the time new partnerships to complete all range of products needed for a complete turnkey project. Great References, please contact Carlos Mira, Lucent Tech Spain President. LDI (Long Distance International) Telecommunications September 1998 to May 1999 Director of Operations of LDI for the Telecommunications Operator Project in Spain. Being the top responsible for the design, development, implementation and control about the Full National License project and operation in whole country. Very good References , please contact Clifford Friedland LDI President. RSL COM SPAIN December 1997 to September 1998 Senior Manager of Technical Department, being project manager about the Global Telecommunications RSL network in Spain, like N.O.C (Network Operation Center), Information Systems... Also in parallel, Technical Director of CETEL S.A. (join-venture of RSL in Spain), designing, leading and controlling the entire Technical Project, design, installation and integration of a Telecommunication s Network in 46 provinces of Spain. References, please contact Alex Rivas-Micaud RSL Spain President. ERICSSON BUSINESS COMMUNICATIONS SPAIN November 1996 to December 1997 Project Manager. Engineering and Special Customer Service Product Engineering & Program management. Team leader and program manager in several pan-European projects. ERICSSON & IPT (part of UNION FENOSA GROUP, 2nd biggest Electricity Company in country) June 1996 to November 1996 PROJECT MANAGER OF DEPARTMENT OF INSTALLATIONS AND SWITCHING. Engineering, Management and Administration of Installations Projects, supervision and final tests of MSC S (Mobile Switching Centers) and GSM Base Stations for Airtel (second Spanish mobile operator). This job was a special collaboration between Ericsson and Union Fenosa for Airtel. Experience in team leading, management of projects and resources administration. ERICSSON R & D CENTER PRIVATE & PUBLIC NETWORKS SPAIN June 1995 to June 1996 Software Designer and Specialist in Network Architectures and ISDN. World Responsible for ISDN-S0 software blocks of the MD110, both the European (ETSI) and American (BELLCORE) ISDN Protocols. Designer and developer of the S0 interface of ISDN and the intelligent terminal for the GDS-X (General Devices Simulator) implemented in Erlang (5th generation language concurrent in real time). EDUCATION Universidad Polit cnica de Madrid. (U.P.M.) TELECOMMUNICATIONS ENGINEER . AUTHOR AND PRESENTER OF THE PROJECT ON SIMULATION OF S0 INTERFACE AND THE ISDN INTELLIGENT TERMINAL, in TELECOM 96 I+D , organized in that year by Lucent Technologies with the collaboration of the main Telecommunication Companies, including Ericsson, where the best projects of the R & D in Spain were shown. HIGH KNOW-HOW AND EXPERIENCE IN - MANAGEMENT & BUSINESS ADMINISTRATION - SALES TEAMS MANAGEMENT & MOTIVATION - PROJECT, PROGRAM & RESOURCES MANAGEMENT - BUSINESS DEVELOPMENT & STRATEGY SPOKEN LANGUAGES - SPANISH AS MOTHER TONGUE - ENGLISH AS WORKING LANGUAGE. - PORTUGUESE SPOKEN, Italian understanding.
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