Ignacio Santiago

Ignacio Santiago

Head of Cluster Med/Western Europe. MD EBS Benelux

Summary

Highly successful, business IT executive with 17+ years of international expertise in financial, retail, consulting, energy and utilities sector. Excel at adapting management style, emerging technologies, and operational best practices to marry IT solutions with business needs. Earned a reputation as a big picture change agent who champions business objectives while harnessing and driving next-level technology performance. Innovative and results-oriented, with excellent communication skills and strong work ethic. MBA concentrated in technology digital innovation. Passionate about aligning business and technology goals.

Education

Education
2014 - 2016

ESMT Berlin. Executive MBA (On-going)

1992 - 1997

Master of Sc. Physics. USC, Santiago de Compostela, Spain

Certifications

Certifications
2013

Finance for Non-finance Executives. ESMT. Berlin. Germany

2012

Operational Leaders Program. ESMT. Berlin. Germany

2008

Six-Sigma Black Belt. Certified. Softlab (BMW Group). Frankfurt. Germany

2007

PMP-Project Management Professional. Certified. PMI, Frankfurt Germany

Professional Experience

Work History
May 2014 - Present

EBS GmbH – EBS BX Head Office, Rotterdam (Netherland).

Head of Cluster Demand Mediterranean and Western Europe and Managing Director of EBS Benelux

Report to the Management Board of E.ON Benelux (Functional) and to the Business IT Board Member (L1) of EBS GmbH (Disciplinary). The main tasks consist in ensuring IT strategy conformity of all change initiatives within the entire cluster (incl. Benelux, Italy, France and Spain), all while keeping the utility operationally sound and in full compliance with a growing volume of regulatory requirements.

Responsibilities

Achievements

  • Report to the CEO’s and board level the overall status and performance of all IT related activities i.e. strategy, projects, operations and budget.
  • Manage, forecast and control the MED/WE cluster IT Department’s overall budget approx. EUR 100 million.
  • Lead, develop and motivate a large team (300+ members) managing the required resources to deliver projects including permanent staff (65+), contractors and supplier staff from various Development Centres.
  • Ensure proper implementation of standard operating procedures and efficiency improvements including an appropriate change control to ensure operational stability in all business units (Retail, Distribution and Generation).
  • Provide in-depth understanding of best practices model that focuses on aligning IT services with the needs of business.

  • Implemented a Business IT organization successfully, while leading process and cultural change associated with the merge of IT Demand and Domain functions.
  • Improve NPS score from -100% to -46% in 10 months’ timeframe.
  • Reduction of EUR 2 Mio OPEX/year through optimization of application maintenance contracts and infrastructure asset decommissioning.
Apr 2012 - Apr 2014

E.ON IT GmbH – E.ON España. Head Office, Santander (Spain).

Head of Local Demand Management Spain (L3). Head of IT.

Report to the Distribution Board Member of E.ON Spain (Functional) and to the (L2) Head of Demand Management Mediterranean and Western Europe Cluster of E.ON IT (Disciplinary), the main tasks consist in support of the implementation of E.ON’s strategy “Cleaner & Better Energy” and enable the implementation of E.ON 2.0 measures by leading and driving forward the technology integration of E.ON Spain into E.ON IT standards i.e. FMO (Future Mode of Operation), all while keeping our utility operationally sound and in full compliance with a growing volume of regulatory requirements.

Responsibilities

Achievements

  • Reported to the CEO and board level the overall status and performance of all IT related activities i.e. strategy, projects, operations and budget.
  • Managed, forecasted and controlled the Spanish IT Department’s overall budget of approx. EUR 22 million.
  • Led, developed and motivated a large team (100+ members) managing the required resources to deliver projects including permanent staff (20+), contractors and supplier staff from various Development Centres.
  • Held responsibility and accountability for successful delivery of projects (approx. 23) within the programme of work for all business units (Retail, Distribution and Generation).
  • Ensured proper implementation of standard operating procedures and efficiency improvements including an appropriate change control to ensure operational stability in all business units (Retail, Distribution and Generation).
  • Provided in-depth understanding of best practices model that focuses on aligning IT services with the needs of business.

  • Implemented an IT Department reorganization successfully, while leading process and cultural change associated with implementation of FMO E.ON IT methodologies and standards.
  • Increase NPS score from -100% to +6% in 18 months’ timeframe.
  • Achieved significant reputation improvement by reducing IT incidents with critical business impact from 1-2 per week to 1-2 per year.
Jul 2011 - Mar 2012

E.ON Energy Trading (EET). Enabling Infrastructure. Head Office, Düsseldorf (Germany).

Head of Projects & Tech. Implementation. Senior Program Manager.

Deliver a fully functional IT infrastructure that enabled EET to reach its vision of being the leading asset-backed energy trader in Europe. This included mandatory and technology upgrades as well as further consideration and harmonization of systems and infrastructure.

Responsibilities

Achievements

  • Held responsibility and accountability for successful delivery of projects (approx. 37) within the programme of work.
  • Communicated at board level project proposals and business benefits resulting from numerous project requests.
  • Managed, forecasted and controlled the programme’s overall budget approx. EUR 7 million.
  • Generated program and project plans, key milestones and progress reporting to a senior management level.
  • Led, developed and motivated a team (20+ members) managing the required resources to deliver projects including permanent staff, contractors and supplier staff from Offshore Development Centres.

  • Delivered successfully complex IT infrastructure projects and system upgrades worth EUR 3.5 million.
  • Reduced cost by 10% in projects delivered since July 2011 with a project budget of EUR 3.5 million through process efficiency improvements and optimized infrastructure design.
Jan 2009 - Jun 2011

Deutsche Bank. Global Cash Management. Implementation and Service Department. Head Office, Frankfurt (Germany).

Vice President. Senior Project Manager.

January 2009 to June 2011.

Manage migration of 7.000 clients worldwide to the new CSA (Customer Self Administration) module of db-di, the Electronic Banking platform of DB.

Responsibilities

Achievements

  • Developed project plans and drove project milestones with full budget responsibility
  • Reported project progress to project sponsors and steering committees
  • Developed all legal and technical migration guidelines, processes and workflows.
  • Coordinated and supervised the development of a migration tool (DACOTO)
  • Managed coordination with Compliance Department to ensure implementation of laws, rules and corporate policies.

  • Selected, developed and drove a multinational team of 7 Migration Managers and 25 Country Coordinators.
  • Reduced cost by 5% in 2009 with a project budget of EUR 4,5 million through process efficiency improvements.
  • Achieved 10%+ cost optimization for similar migration projects in Trade Finance and Foreign Exchange areas through knowledge and tool sharing. 
Nov 2007 - Dec 2008

Deutsche Bank. db-eBills and db-Supplier Finance Global Implementations Department. GCM/CMC/Implementations and Service, Head Office, Frankfurt (Germany).

Vice President. Regional Head Europe.

Create a framework (guidelines, processes and workflows) to guarantee a successful implementation of client mandates in Europe for two new Cash Management Products, db-eBills (Electronic Invoicing) and db-Supplier Finance (Factoring).

Responsibilities

Achievements

  • Managed end to end Implementations for db-eBills/ Supplier finance solutions for customers in Europe incl. monitoring of project progress, organisation and handling of internal and external status meetings
  • Managed interfaces with TF/CMC Sales, Trade Services and CM Product Management.
  • Managed coordination with Compliance Department to ensure implementation of laws, rules and corporate policies.
  • Performed client adoption (KYC/NCA) processes.
  • Produced post-implementation reviews.
  • Supported sales managers by:
  • Explaining product features and implementation strategy during sales presentations to clients.
  • Participating in deal review processes.

  • Selected, developed and drove a multinational team of 6 Implementation Managers.
  • Delivered project finalization 2 months ahead of schedule achieving cost reduction of 12,5% on the project budget of EUR 2,5 million.

 

Jan 2006 - Oct 2007

Deutsche Bank. Orinoco Project. Business Process and Document Management (BPDM) Department. GTO/S&A IT, Head Office, Frankfurt (Germany).

Senior Project Manager

Develop a BPM (Business Process Management) application for providing imaging, workflow, document management and archiving services within PBC (Private and Business Clients). All paper based customer requests that were sent to the Middle Offices had to be processed automatically. Achieve a high grade of transparency and enable End-to-End tracking of processes.

Additional business goals were:

  • Re-Design of the selected Business Processes
  • Achieve clarity regarding the process execution, enabling status monitoring and work load distribution (Work Load Balancing) 

Responsibilities

Achievements

  • Developed project plans and drove project milestones with full budget responsibility (EUR 6 million).
  • Reported project progress to project sponsors and steering committees.
  • Ensured that all lifecycle phases, risks and milestones were identified, documented, understood and incorporated into comprehensive project and risk avoidance plans.
  • Monitored and managed change control for all sub-projects.

  • Selected, developed and drove a multinational team of 45 consultants
  • Selected consultants, software and infrastructure providers (RFI, RFP, contract negotiations, etc).
  • Delivered application Release 1.0 on time, cost and quality.
  • Set up successfully the foundation for Service Oriented Architecture and Service Oriented Infrastructure.
Sep 2002 - Dec 2005

Deutsche Bank. EDIFACT Department (Electronic Data Interchange For Administration, Commerce and Transport), Head Office, Frankfurt (Germany).

Global Head IT Cash Management

Replace the Global Cash Management application (EDIFACT) with PRISMA, an application based on a new technology platform.

Jan 2001 - Aug 2002

Project assignment at Deutsche Bank. EDIFACT Department (Electronic Data Interchange For Administration, Commerce and Transport), Head Office, Frankfurt (Germany).

Project Manager (Accenture)

Enhance and build the new Routing and Conversion Layer for Cash Management Business in Deutsche Bank.

Jan 2000 - Dec 2000

Project assignment at PORT AUTHORITY OF FERROL. Coruña, Spain.

Project Manager (Accenture)

Implement and certify ISO 9001 standards and reduce cost as part of a strategic initiative.

May 1999 - Dec 1999

Project assignment at BANCO PASTOR. Coruña, Spain.

Process Consultant (Accenture)

Participate in a bank internal audit assessing various investment banking modules.

Feb 1999 - Apr 1999

Project assignment at RIU HOTELS, S.A. Palma de Mallorca, Spain.

Process Consultant (Accenture)

Act as requirements manager for a new room booking system.

Nov 1997 - Jan 1999

Project assignment at SÜDWESTLB WERTPAPIERHAUS. Stuttgart, Germany.

Process Consultant (Accenture)

Implement a back-office solution for a newly to be founded investment bank unit in Germany.

Languages

Spanish: Mother Tongue

German: Excellent

English:   Excellent

Honors and Awards

  • Top 1 rated E3 executive at EBS IT in 2013.
  • Successfully passed the Global Assessment Center (GAC) to become an Executive Member at E.ON. Krefeld. Germany (2012)
  • High potential employee development program “TP² -Top Performance Talent Pool” at Deutsche Bank (2005 and 2006)