Dynamic and highly-motivated manager with more than 11 years of professional career working for different industries and a huge experience in projects management, some of them developed outside of Spain. I´ve accepted all challenges that allowed me to build and develop teams and meeting their goals in order to be always committed to identify and cover customers’ needs.
Jan 2008 - Mar 2009
Business Development Manager
In charge of detecting clients´ needs and developing the bespoke solutions, specially building innovative analytical solutions for Marketing Analytic and Commercial areas of companies from some strategic accounts (Banco Santander, Iberia and Travel Club). Here some examples: - Customers segmentation: to help customising and focusing products on specific segments. - Developing, executing and improving commercial campaigns. - Predictive models, that identify the best/worst customers to respond to opportunities and threats... The main achievement reached was to increase the number of projects ran in Santander by a 50% with a team of almost 20 people.
Feb 2007 - Jan 2008
In charge of two key CRM/BI projects developed and delivered for Abbey (Banco Santander): - Cards DataWarehouse for Santander UK Cards - Project plan for the implementation of CRM for AFI (Abbey channel for Intermediaries). AFI is the most important channel for Abbey, with a volume of 80% of the Abbey´s total mortgages sales. At the same time, responsible for the opening-up of the London Branch for Indra (Indra Branch UK), and co-shared the responsibility of management the Abbey Plc. account for Indra (about 60 consultants and annual incomes above 5 million Euro). Maintained incomes of Abbey account for Indra after three years, launching new CRM/BI projects when implementation of CRM was completed.
May 2005 - Jan 2007
Worked within the team responsible for the implementation of operational CRM in Abbey Plc in UK (Banco Santander), with more than 8.000 end users and a lot of areas involved. This operational CRM supported commercial activities so successfully that Santander Bank decided to implement it in other companies of the group as a corporate tool. Main duties at that time: interface with stakeholders, project management and follow-up, coordination with all areas involved and later roll-out. The highlighted accomplishment of this period was the successfully decommission of a CRM application in a company with a lot of organizational changes.
Apr 2002 - Apr 2005
Project Manager and Senior Consultant
Collaborated with Unión Fenosa Corporate Treasury department developing some strategic projects, mainly worked as project manager for re-engineering Treasury Departments of UF international subsidiaries (Colombia, Guatemala, Nicaragua and Moldova). Reorganised treasury departments by implementing the corporate organization model, and adapted/changed procedures and processes and implemented corporate systems. Increased subsidiaries efficiency and helped some of them to manage their cash-flow and survive in a much leveraged environment (with a critic cash-flow situation).
Apr 2000 - Mar 2002
Project Manager (ERP)
Project manager in the implementation of Oracle Financials (ERP) during two years for Iberia LAE (carrier), with these key duties: - Purchase Orders application parametrization, adapting the standard to specific requirements from Iberia. - In charge of the team that developed some customizations for Purchasing and Inventory (updating stocks, shipments receiving,...). - User acceptance testing and users training, go live and later maintenance. As well as project manager in the implementation of customised application for Contracts and Files (with Oracle Technology, integrated with Financials). My main achievement was to implement a very customised Oracle Financials application in a descentralised organization with a complex technical implementation (system of caterings warehouses all around the world).
Feb 1998 - Mar 2000
Team Manager/Consultant (ERP)
Team manager in the implementation of Baan IV (ERP) for Dalphi-Metal (automotive industry), with key responsibilities: business process re-engineering, implementation of new procedures and ERP parametrization. Implemented the most important units of Baan IV (after anther consultancy company having failed before): general ledger, providers, customers, budgets, assets management, reporting, financial statements. Team manager of the Purchase Orders and Account Payables customised application for Dalphi (developed with Baan IV technology). Before working for Dalphi, worked during a year as functional consultant for Rio Narcea Gold Mines in the implementation of Baan IV. With the key duties: - Functional support to end-users. - Parametrization of Baan IV for Rio Narcea. - Users training in Baan.