TOUS is one of the ten largest Spanish groups in fashion and one of the main ones in jewelry sector. Based in Manresa (Barcelona), TOUS has presence in more than 50 countries, 700+ stores, 4000+ employees, 450M incomeAs CIO I´m in charge of IT strategy, project management, operations, cybersecurity, data management

CIONET’s mission is to help IT executives become more at ease and above all more successful in their jobs. So they can do more than just keep up with change but ultimately define it. CIONET opens up a whole new universe of opportunities in IT management.With the largest membership of corporate digital leaders across Europe, Latin America, US and Australia, CIONET has the expertise and pioneering vision to solve or address any IT management challenge.

(Spanish finance servicing (Non Profit Loans and real state assets) owned by LoneStar hedge fund and CaixaBank. 3.000B€ income. Employees 800+)Main goals:1. IT strategy definition plan and development as part of company expansion strategy, including legacy migration (huge SAP installation) towards cloud base platforms including S4/Hanna RISE strategy2. Information Security Plan –SGSI- deployment including cybersecurity protection plan 3. CaixaBank IT carve-out success project as part of branch spin-off 4. 10+ new portfolio on-boardings 5. Key project with finance spanish players (CaixaBank, Bankia, SAREB, BBVA, KutxaBank, DeuscheBank) and international hedge funds (EOS, Tilden) 6. Deploy new digital strategy (real state asset management) 7. ISO27001 certification8. Budget improvement -35% in IT OPEX

5th group in international urban mobility sector. Share holder: Caixa Bank, KKR, ProA, Torreal7 countries (Spain, Andorra, Portugal, Italy, Chile). Revenue: 300M€ Employees: 1.500Design and Operate International Technology Strategy focused in M&A and consolidation. Board member and reporting to CEO, oversee all IT functions, including data center management, vendor relationship, Help desk, application development, financial controlling and sourcing strategyGoals: • IT organization redesign highly centralize for those common IT services• Savings 30-40% in CAPEX after global agreements with all purpose providers, and 20+% OPEX. • IT communication project (national/international data WAN/MAN network) with 20% cost reduction• CRM/SAP ERP project design and deployment world wide.• Defined international e-commerce strategy and implementation of new B2C channel, including customer e-commerce relationship and native App development• Implementation of Software Development control processesDeployment of OBE highways electronic payment in carparks (ViaT, Telepass, ViaVerde, TAG autopase)

Technology and Infrastrucure Director for all saba group countries, responsible for define, and deploy group Tecnology plan.Design International Technology Strategy. Reporting to CEO, oversee all IT functions, including data center management, vendor relationship and sourcing strategy

Abertis infrastructure, 2nd. Group in infrastructures worldwide. Presence in motorways, urban mobility, airports, logistics and telecommunication sectors around 17 countries (Europe, South America and USA). Revenue: 12.000 M€. IBEX 35 stock exchange. Employees: 12.000Creation new IT share service company for abertis group in a continuous growth period (during 2004-2008 100+% revenue). This shared services company arises from integration of all 5 business units IT departments and offers services in IT infrastructure, communications, office automation and business specific software requirements. Reporting to CEO and Board Member. Goals:• Organization design and implementation of 100+ IT internal staff and 300+ external, defining all IT functions and responsibilities (IT Architecture, voice/data, Communications, Data Center management, Software development, Finance and cost control, PMO). This organization was up and running in 4 months.• Implementation of MBO and Competencies Management process.• Design IT strategy plan for abertis group where main projects where identify, measured – ROI and VAN- and time scheduled for the next 3 years. Accomplished 95% of projected projects with a 3% savings over budget.• Budget and Cost control metrics defined and improved: -2% 2007, -5% 2008, -7% 2009.• Sourcing strategy definition. • ITIL process implementation• New Data Center construction (Tier-2) and “on-line” in a 6 months successful project• Successful roll-out of major IT projects: o ERP (SAP) for Finance, Controlling, HR, Budget control, Asset Maintenance,… for 8 business units (Spain, Portugal, UK, USA, Bolivia, Sweden)o Server consolidation, reducing 45% space and 15% maintenance costs• Business Units relationship model defined in order to accomplish their requirements with a closed relationship model.

(Cellnex (abertis telecom hoding). Radio/TV/satellite broadcast . Currently joined Retevisión, Tradia, Xfera, Hispasat and Eutelsat. Base in Spain. Revenue: 400 M€. 1.500 employeesLeading integration of IT Retevisión broadcast business into abertis telecom unit after its acquisition. This job came from M&A of past company.Goals: • Organization design and implementation of 20+ IT internal staff and 50+ external, defining all IT functions and responsibilities in a on-going business from two different companies in 3 months.• Renegotiation of a global outsourcing contract with a 5% cost improvement, migration from integrated contract into a 3 layer model with 2 providers.• Transitioning from two different IT infrastructures into final one in 1 year (communications, desktop management, security policy, internet access and control, voice integration,…) reducing 20% budget for 2005.• Design of IT strategy and business plan for 2005-7, ensuring cost reduction (avg. 7%)• Implemented a project definition cost control base on business revenue analysis. • Implemented Software development quality control, reducing error by 15% (measured after user acceptance test).

AUNA groups holds mobile (AMENA), wireline (RETEVISION), broadcast (AUDIOVISUAL), cable. All of them in SpainConsolidation of 5 national IT TV-cable business units Departments into a Corporate IT Department. Organization design and implementation, transition process management and outsourcing services renegotiation. Reporting to group CIO. This job came from a promotion within the group AUNA.Goals: • Successful integration and organization transition process of 45+ it staff• Implemented software development control processes which improve in 15% errors control.• Successful outsourcing project for Help-Desk service for 6.000+ users, reducing 15% operating costs.

Job Description: : Definition and implementation of the IT Strategic Plan of a start-up telecom company. This plan includes organization design and deployment, IT infrastructure, IT business support (Customer Care, Billing, Supply, Sales, Finance,...) as well as areas of public telecom network. Definition of Internet commercial access service, business case and Administration negotiation.• Organization design and implementation of 25+ IT internal staff and 200+ external, defining all IT functions and responsibilities (IT Architecture, voice/data, Communications, Data Center management, Software development, Finance and cost control, PMO). • Successful CRM and Billing project which allow to start business activities in 6 months.• Budget and Cost control metrics defined. Average year reduction 2%• Sourcing strategy definition. During 1998 was outsourced: Help desk, back-office Data Center managementa and WAN. • ITIL process implementation in Data Center management and software upgrade control, which allow decreasing from 30% after 2 years• Successful roll-out of major IT projects: o ERP (SAP) for Finance, Controlling, HR, Budget control, o CRM and billing systemso Infrastructure deployment (VOIP, email, antivirus, internet access, …)o Public Internet end users service control