Development of the business introducing new products. Focus on develop/maintain relationships with strategic suppliers/customers to be a reference in the market

Main task is to set up Tata Steel International as a reference trader into the Region in both sourcing and sales.As part of the strategy a full understanding and mutual good relation with local mill sales organization was required looking for a win win situation and avoiding nonsense faitingsWorking in a multicultural and multidisciplinary world wide team.

The challenge was to shift the mill form a cost centre to a profit centre. At the same time, implementation of new new procedures, layout changes and investments were done to ensure the performance and operation efficiency.Introduction of ISO TS and Safety and Health were main tools to make cultural changes .In charge of a team of 70 people, 52 in the production area, 6 Procurement and stock management and 12 Key Account sales.

The challenge was change the model of the company from a separate sales and purchasing areas to a new one model with a person handling both functions. This take place at same time as a generational change in the management. Implementation of SAP platform demanded strong effort to be developed across the company but helped and supported the change. Synergies and advantages of this new model were reflected soon on the P&L.Procurement was manage locally but with a total alignment with the central HQ.This was a very demanding position with strong relationship with rest of functional areas as IT, HR, Controlling, finance.In charge of a team of 18 people, 6 in purchasing and stock management and 12 in Key Account sales.

In one year the country sales of these products increased 25%. The aim of the project was 20% in two years.This complex and exciting challenge was possible through special customized training courses to staff of local units, accompanied by programs to customer visits each local manager, may check insitu difficulties and problems they faced every day

I joined the company just at the beginning of the creation of logistic department. It was the responsible of investment on fix asset, transport, internal layout, internal procedures, safety and health, quality and maintenance. Logistic department give support on these areas across all Iberian branches (50 in Spain and 3 in Portugal)Main achievement was to set up Klöckner Logistic standard across Iberia organization developing the benchmark system for the measure of improvement and performance.

Engineer of the technical office in charge of the planning and budgeting projects, control of outsourcing works and management of quality company system