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Summary

My activity has lead me to know each part of the Value Chain, resulting in a global knowledge, from the CEO's perspective. This close contact with the roots of the business is the reason for the alignment of strategic vision and long term sustainability.

 

Business growth, assets and cash management, distributions channels and logistics, supply chain, production, human resources... the core of the Business!  Along 18 years, always with P&L responsibility, I have learned to appreciate their role in the Value creation, becaming passionate for the Company, in all its operational complexity.


Industrial, chemical, distribution, FMCG, logistics and recycling, are some of the sectors in which I have got and developed my skills and reached the most significant successes.


The scope of my career has developed my ability to negociate with Unions, dialogue with financial investors and shareholders, make business contacts with the Big 4 auditors, as well as international lawyers and strategy consultants, like Clifford Chance, BCG or Roland Berger.


Shareholders Value, Value Chain, Unique Value Proposition and other concepts of "value" in business, have no sense whithout Human Values. Empowerment, engagement, respect, horizontal communication and the CEO's capacity to delegate are the elements that put human being in the centre of the company system.


For a CEO, profit should be the result but sustainability must be the real long-term goal. This is the biggest Change.

Work History

Consultores en Cambio y Estrategia

Barcelona, Other, Spain
Jan 2007 - Present
Acting Manager 

Alba Group - Offices : Berlin

Nov 2009 - July 2010

Strategic analysis

  • Advice in spin-off process

Interseroh-Alba -  Offices: Paris

Feb 2010 – July 2010

PDG Interseroh France                            

  • Company sold with high ROI for the shareholders

Plastiflex -  Offices: Barcelona

Jan 2009 – Sept 2009

Change Manager                              

  • EBIT evolution from heavy losses since 2003 to black figures 

Proyectos en Desarrollo

Barcelona, Spain
Dec 2005 - Present
Managing Director 

Looking for interesting companies with growth potential that are interested to get an active shareholder in board in order to profitably grow the company. Basic focus in Spain, France, Belgium and Germany

CWS Boco (Haniel Group)

Lyon, France
Aug 2003 - Jun 2005
Managing Director South Western Europe 

The Change:

  • Decentralization of activities, opening 19 agencies all along the country
  • 210 people were trained to adapt to the new Strategy, and 150 were dismissed after involved negotiations with the French Unions
  • Recovering of 1.500 customer contracts (15% of total) that were canceled during 2002/2003 with previous management
  • Reduction of 33% of A/R + 39% of A/R Overdue
  • Reduction of 24% DSO
  • 35% improvement of circulating capital
  • Extraordinary cash collection of 3 mio. Euros
  • Personal involvement in optimizing delivery tours and logistics

 

Barcelona, Spain
Jan 2003 - Jun 2003
Managing Director Spain  

 

  • Open the first production site (industrial laundry) in Spain
  • Personal initiative and leadership in the development of a web-based CRM including a Module to calculate profitability of every single old and new service contract
  • The CRM was running in 6 month, giving support to France and Spain, in a multi-language version

 

Grupo Baztán

Cáceres, Spain
Feb 2001 - Nov 2002
Managing Director 
  • Ensure operational business after sudden dismissal of my predecessor
  • Recovering of all Accounting data that was deleted on purpose from the electronic bookeeping system
  • Securing production in the production plant for canned-food
  • Renegotiation with national/international customers and suppliers
  • Nomination of a Family Council, in order to bring transparency to all the Family members
  • Nomination of a permanent Managing Director after the transition period

Boeder AG

Eschborn, Germany
Mar 1997 - Sep 2000
CEO 

  • Change from Office and Paper products to Multimedia and Computer accessories (FMCG)
  • Outsource European warehouse
  • Sale of 5 German service companies
  • Renegotiation of Debts with pool of German banks
  • Involved negotiation with German unions in order to reduce heads and personnel costs
  • Opening of an European call-centre located in Madrid, serving 9 countries
  • Empowerment of national management

Madrid, Spain
Jan 1994 - Feb 1997
Boeder Spain - Madrid, Spain Business Manager Jan 1994 - Feb 1997 

 

  • Insourced logistics
  • Introduction to Key Accounts (Carrefour, Auchamp)
  • Introduction of a team of Merchandisers in the main Retail shops
  • First Multimedia Electronic Catalog
  • Stocks reduction, A/R reduction and A/P terms renegotiated in order to improve Working Capital. As a result, a sustancial participative loan from the mother house was cancelled

Dynamic imports

Madrid, Spain
1991 - 1993
Entrepreneur ownership 
  • Signature of more than 30 contracts to distribute American Computer accessories
  • Introduction for the first time to the spanish market of portable devices to parallel port as well as PCMCIA products
  • Introduction of the products to main Retail: Informática ECI, El Corte Inglés, Datalogic

Esselte Letraset

Madrid, Spain
1988 - 1990
Sales and Marketing Manager 

 

Strategy to reposition Letraset against Apple Macintosh by introducing new product ranges and their correspondent distribution channels:


  • Launching the new range of Letraset Software for designers LetraStudio, Letraset Labelling products including plotters and labelling machines, Letraset Graphic Arts Professional range (PANTONE ), Letraset Textile Colors range (Textile colours)
  • Signature of a Master Contract as Apple Value Added Reseller
Madrid, Spain
1985 - 1988
Regional Sales Manager 

  • Sales increase in the region in a 300% in 18 month
  • Big action to collect overdues account receivables
  • Reduction of DSO from 138 days to 60
  • Closing unprofitable accounts
  • National plan of buyout of stocks from competitors

Education

Fundación Nexia

Barcelona, Spain
2008
Graduate, Family Business Consultancy

IE Instituto de Empresa Business School

Madrid, Spain
1995
Master, Business Adminstration (MBA)

References

Axel Schweitzer

(Client)
Mitglied des Vorstandes der ALBA Group plc & Co. KG | | Vorstandsvorsitzender der INTERSEROH SE | ALBA Group plc & Co. KG

We highly recommend Gabriela. I have rarely worked with someone with such high personal values. She is much more than a specialist in Change Management. Gabriela’s management consultancy starts with Strategy. She is able in very short time in various fields to analyse the situation and to come to the right conclusion. Due to her great understanding for people, she was very successful in crisis and change management in our french organization, with high respect from the workers, the union, the management and the shareholder.

Ortwin Nast

(Superior)
CEO Hoyer Group

Gabriela is a very experienced manager who immediately understands the job which needs to be done. She is extremely effective when it comes to changing existing structures in order to give a new direction to an organization. There are only few persons like Gabriela who can develope a new corporate strategy and then do the implemmentation herself. She is one of the few managers I did actually hire three times. 
Gabriela is also one of the most international managers I do know. Born in South America, raised in Europe with a strong command in Spanish, French and English, understanding different cultures and enjoying them.

Skills

Hands-on Manager


Walking-around Manager


Leading by Example


Empathic


Patient


Good listener


Empowering and delegating


Able to maintain perspective


 Efficient in:

  • asking questions
  • building "informal networks" within the organizations
  • conveying messages clearly and unambiguously - horizontal and vertically
  • reducing waste all along the value chain

Beliefs

  • To delegate as the only way to develop personnel potential
  • To delegate don't put away from us our full responsibility
  • Empowerment is one of the best ways to reduce the "Time to customer"
  • Autocratic organizations were performant on the 60'. Matrix Organization were good for the 80'.
  • Our goal for the future is to develop "neuronal organizations". A dynamic network, where the talent, leaded by example, follows the vision from a Management that keep deep control by monitoring, coaching, supporting and supervising the alignment between daily business, medium term goals and company vision.
  • In such organizations "authority" should be replaced by "energy and coaching" and "power" should be substitute by "satisfaction all along the chain: from customers to shareholders"

Languages

Spanish - Mother tongue

 

French - Mother tongue

 

English - High business level 

 

German - Good comprehension

 

Portuguese - High talking reading level

 

Italian - High talking reading level

 

Catalán - High talking reading level