Responsible for leading the definition and execution of the strategy of the assigned projects, the creation and monitoring of the pipeline and the mapping of projects, working in close coordination with the team of consultants to guarantee the expected results. Identification of the Purchasing perimeter and development of strategies through support and collaboration sessions with the internal client, ensuring the execution of the identified savings in collaboration with the team.

𝗣𝗿𝗼𝗷𝗲𝗰𝘁 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁: Definition and leadership of the strategy of assigned projects.𝗣𝗿𝗼𝗷𝗲𝗰𝘁 𝗮𝗱𝗺𝗶𝗻𝗶𝘀𝘁𝗿𝗮𝘁𝗶𝗼𝗻: Creation and follow-up of the pipeline and project mapping, working in coordination with the consulting team to achieve the expected results.✔ Spend visibility identification and strategy development through customer journey sessions.✔ Execution of identified savings in collaboration with the team.

𝗣𝗿𝗼𝗰𝗲𝘀𝘀 𝗜𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁: Elaboration and implementation of Purchasing management processes𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻: Design and development of the sustainable supply chain and the Strategic Sustainable Purchasing Plan 2024-27✔ Analysis of expenditure structure, maximization of approved suppliers, creation of Purchasing scorecard, definition of supplier reduction processes✔ Collaboration in the drafting of the ILUNION Responsible and Sustainable… Show more 𝗣𝗿𝗼𝗰𝗲𝘀𝘀 𝗜𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁: Elaboration and implementation of Purchasing management processes𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻: Design and development of the sustainable supply chain and the Strategic Sustainable Purchasing Plan 2024-27✔ Analysis of expenditure structure, maximization of approved suppliers, creation of Purchasing scorecard, definition of supplier reduction processes✔ Collaboration in the drafting of the ILUNION Responsible and Sustainable Purchasing Policy Show less

• Team leadership: Development of the Sustainability area and customer acquisition.• Business development: Development of the sustainability offering Green Management Office (GPMO), Energy Community Management, Sustainable Procurement, B-Corp Certification, Taxonomy, SROI✔ Support in obtaining B-Corp Certification for 4 companies✔ Collaboration in the implementation of the sustainability strategy of 3 clients.

• Purchasing Consultancy: External consultant for 2 Ernst & Young clients, carrying out the creation and professionalisation of the Purchasing Area, as well as the optimisation of the spending of the Purchasing Plan• Ambiente Europeo (NGO): I led the operational change management, with the creation of a new organisation chart, roles and responsibilities, as well as the definition of the sustainable business strategy and action plan• Around the world: After 11 years in Latin… Show more • Purchasing Consultancy: External consultant for 2 Ernst & Young clients, carrying out the creation and professionalisation of the Purchasing Area, as well as the optimisation of the spending of the Purchasing Plan• Ambiente Europeo (NGO): I led the operational change management, with the creation of a new organisation chart, roles and responsibilities, as well as the definition of the sustainable business strategy and action plan• Around the world: After 11 years in Latin America, we decided to return to Spain, going around the world, sharing extraordinary moments with inspiring people from different cultures and countries Show less

• Team leadership: Training and professionalisation of the Purchasing team• Process improvement: Drafting and monitoring of Procurement Model, development of Policies, procedures, contracts and standard RFQs and supplier approval. R2P re-design• Change Management: Development and implementation of the new operational organisation chart of the Club, separation of roles and responsibilities of the Executive and Management areas of the Club• Influence & negotiation: management and… Show more • Team leadership: Training and professionalisation of the Purchasing team• Process improvement: Drafting and monitoring of Procurement Model, development of Policies, procedures, contracts and standard RFQs and supplier approval. R2P re-design• Change Management: Development and implementation of the new operational organisation chart of the Club, separation of roles and responsibilities of the Executive and Management areas of the Club• Influence & negotiation: management and resolution of political differences between management and board members• Transformation: unification of Operations, Facility Management, Security and IT: Facility Management, Security and IT, carrying out integration of the teams in charge (+190 employees; 2000 in parties and concerts)• Economic strategy: management from Operations of the Club's largest budget - €6 million (57%)✔ Creation and monitoring of the Club's purchasing plan✔ Increase in purchasing perimeter (8% to 68%), saving of 17%. Volume managed €9 million✔ Reduction of OC issuance by 57%. Increase in payment orders with POs from 15% to 89%✔ Led the digital transformation of the Club, carrying out the switch to IP telephony, SAP Business One integration and the development and implementation of operational KPIs for several areas✔ Made River the 1st Club in Argentina with permanent stadium habilitation✔ Executed critical stalled works: River Camp, amateur boarding house, new warehouse and workshops.✔ Coordinated projects to reduce water (43%) and electricity (20%) consumptionDeveloped and implemented the Club's Access Control Centre (CCA), the Unified Events and Matches Control Centre and the Maintenance and Works Service Centre Show less

Creation and development of Ernst & Young's Strategic Sourcing area• Process improvement: Development and implementation of EY's Procurement Policy• Business development: Development of Procurement model proposals and client acquisition✔ Restructuring and professionalisation of client Procurement area - Savings in 3 years 8.6 MM - 14%✔ Definition and implementation of the EY Procurement Plan 6.5MM € - 12% savingsMain clientsDefinition of products and tools… Show more Creation and development of Ernst & Young's Strategic Sourcing area• Process improvement: Development and implementation of EY's Procurement Policy• Business development: Development of Procurement model proposals and client acquisition✔ Restructuring and professionalisation of client Procurement area - Savings in 3 years 8.6 MM - 14%✔ Definition and implementation of the EY Procurement Plan 6.5MM € - 12% savingsMain clientsDefinition of products and tools needed to be implemented. Review, improve and assess the risks of procurement functions to achieve long-term sustainable benefits. ✔ Editorial group - Spend analysis and purchasing methodology: Understanding the nature and structure of spend, demand drivers and purchase price of each item to detect potential savings based on needs and questioning of spend. Search for synergy opportunities with other group companies and suppliers and design of the Purchasing model.✔ Oil services - Review and comprehensive restructuring of the Purchasing area: Analysis of the Purchasing process in order to identify opportunities for improvement and optimise the process. Identify trends on compliance with defined controls and document identified opportunities for continuous improvement. Show less

Elaboration and control of procurement plans and BPO management of the Bank's Procurement area in AQN.• Negotiation and conflict resolution: BPO intermediary between the Bank and Aquanima.• Planning / Control KPIs: Monitoring and management of the Bank's procurement plans.• Team leadership: Definition of steps, responsibilities and deadlines for the implementation of the Procurement model - multidisciplinary team in charge of 20 people.✔ Volume of procurement plans… Show more Elaboration and control of procurement plans and BPO management of the Bank's Procurement area in AQN.• Negotiation and conflict resolution: BPO intermediary between the Bank and Aquanima.• Planning / Control KPIs: Monitoring and management of the Bank's procurement plans.• Team leadership: Definition of steps, responsibilities and deadlines for the implementation of the Procurement model - multidisciplinary team in charge of 20 people.✔ Volume of procurement plans managed in excess of €140m, average savings of 7.2%.✔ Led the successful implementation of the Purchasing Model (BPO) in the three geographies.DetailsCoordinator, leader and referent of the outsourcing project of the Procurement department of Banco Santander to Aquanima, definition of the implementation plan, monitoring of compliance with deadlines and correction of deviations.Mediator between Banco Santander and Aquanima.Responsible for the implementation of the Integral Expense Management Model (GIG) in Banco Santander (Argentina, Chile and Uruguay), through Aquanima (cost optimisation company): - Creation, supervision and management of the Procurement plans of the banks- Global benchmark for the implementation of the Integrated Cost Management model at Banco Santander- Analysis of the deviation from the GIG model, definition of steps, responsibilities and deadlines to adjust the model and implementation of the best practices of the Model Show less

Management of electronic tenders and auctions at local, national and international level• Strategy and process improvement: Design of supplier approval policy, category tree and product catalogues• Digital transformation: Performance optimisation of the Ariba on-line purchasing platform (SAP)• Negotiation: Management and optimisation of Facility Management and General Services tenders• Training: Training of new recruits in the Bank's Procurement Model✔ Tendered more… Show more Management of electronic tenders and auctions at local, national and international level• Strategy and process improvement: Design of supplier approval policy, category tree and product catalogues• Digital transformation: Performance optimisation of the Ariba on-line purchasing platform (SAP)• Negotiation: Management and optimisation of Facility Management and General Services tenders• Training: Training of new recruits in the Bank's Procurement Model✔ Tendered more than 220 million € with an average saving of 6% in more than 170 tenders✔ Global benchmark for implementation of the Bank's Integrated Spending Management model✔ Led the reduction of paper consumption (60%) and the increase in recycling of paper (95%) and other consumablesDetailI was responsible for the management of infrastructure categories. I carried out demand management analyses and internal user needs via expenditure questioning. I drafted and led the area's strategic tenders, incorporating and implementing improvements to the service or product tendered- Main areas of expertise in which I worked were in the areas of infrastructure, indirect supplies and general services- Categories managed among others: works, cleaning services, furniture, signage, AACC, building maintenance, security, green management, printers and paper and office supplies- Negotiations (Strategic Sourcing) and management of electronic auctions at local and international level- Designed and implemented recommendations for process improvement and enhancement of the Ariba Procurement platform (SAP) in the Bank/Aquanima Show less

Negotiation of the products and services of the entire Adecco Group. Analysis and definition of the user department's needs. Search for suppliers and comparative study of the offers received, negotiation of agreements in optimal service and price conditions.Presentation in committee, for approval, of the best offer in terms of service, quality and price, closing with the legal department the agreements agreed with the supplier, complying with AENOR regulations and SOX clauses. Homologation,… Show more Negotiation of the products and services of the entire Adecco Group. Analysis and definition of the user department's needs. Search for suppliers and comparative study of the offers received, negotiation of agreements in optimal service and price conditions.Presentation in committee, for approval, of the best offer in terms of service, quality and price, closing with the legal department the agreements agreed with the supplier, complying with AENOR regulations and SOX clauses. Homologation, implementation and monitoring of the negotiated agreements. Show less

Department of Financial Institutions: GSS. Department responsible for the Custody business for Spanish institutional clients, including the deposit of IICs (Investment Funds, SICAVs, SIs) and Pension Funds. Its activities cover the Sales & Business Origination process, Customer Services and the commercial management of customer relations (CRM). DB SAE's point of contact with third parties, in particular with the CNMV and the DGSFP in all matters relating to Depository Services. Securities… Show more Department of Financial Institutions: GSS. Department responsible for the Custody business for Spanish institutional clients, including the deposit of IICs (Investment Funds, SICAVs, SIs) and Pension Funds. Its activities cover the Sales & Business Origination process, Customer Services and the commercial management of customer relations (CRM). DB SAE's point of contact with third parties, in particular with the CNMV and the DGSFP in all matters relating to Depository Services. Securities Department: dealing with clients, settlement and monitoring of equity and fixed-income transactions. Information on incidents in their operations, their resolution and settlement. November 1998-February 2002 Foreign Trade Department September 2001 - December 2001. Show less

Equity Market Trade Settlement Analyst Analyst in the Internal Control and Treasury Middle Office.