Bachelors course:- Strategy, Planning and Budgeting

Bachelors courses:- Strategic Management- Business Project

Company has the Portuguese commercial activity code 43210 (Electrical Installations). Services rendered include: studies, projects, construction, technical assistance and maintenance of lighting installations; commercialization of lighting and electrical equipment.

Consulting projects within the fields of Strategy, Management and Operations, targeting Small & Medium Entreprises

Head of the Consulting business @ C-MORE, a start-up specialized in sustainability (ESG) consulting, offering a ground-breaking platform that enables clients to effectively manage their entire ESG journey. Among other tasks, I'm responsible for the consulting client lifecycle from business development, to project, to follow-up and retention.

Head of the Enhanced Learning Office (ELO), the School's office with the purpose to improve learning @ Nova SBE in a sustained way. This is achieved by promoting the employment and supporting the implementation of both tried and tested and innovative pedagogical and educational technology elements across all its programs and products.

Masters courses:- Strategic Management Consulting- Global Innovation ChallengeExecutive Masters courses:- Innovation- Entrepreneurship and new technologies

Instructor in 3 workshops at the Career Accelerator Lab program:- Complex problems, creative solutions (solution-building)- Nailing your presentations (oral communication)- Leading effective online sessions

Advisor to 4 Dissertation Seminars at CLSBE:- Digital Transformation- Doing Business in Emerging Markets- The Future of Industries- The Point of Sale: Research in Retailing

Developing inception-to-pilot disruptive innovation projects at CATÓLICA-LISBON

Main engagements:• Developed the E.ON Group's B2B energy solutions medium-term strategy• Implemented a common project portfolio management tool within the Group, focusing on value contribution and the OBEYA concept• Led the Project Management Office of E.ON's major digital transformation project, as well as its 'Training and Enablement' workstream

Sample engagements:• Strategy  Commercial strategy: segmented the B2B client base and built the segments’ go-to-market strategy for the exclusive distributor of the main telecom operator in the GCC  Regulation: defined the wastewater and municipal solid waste treatment national strategies for the responsible public entity  Due diligence: acquired a photovoltaic energy player in the Brazilian market  Outsourcing: supported the definition and implementation of the outsourcing strategy for a shared services unit (BU from a PSI20 group); modeled the optimization levers around the utilization of FTE outsourcing vs. BPO; performed a benchmark on RFP best practices  ICT#1: developed the commercial systems’ strategy for an Iberian multi-utility; benchmarked IT architecture and related operational efficiency KPI’s across European utilities  ICT#2: developed the ICT strategy for an Iberian postal service operator; benchmarked IT architecture across European peers; supported the renegotiation of the two major contracts with ICT service providers• Organization  Manufacturing: developed the industrial organizational model for a leading consumer goods player in Iberia  Shared services: developed and implemented an organizational structure for a shared services unit (BU from a PSI20 group)  Transmission: performed a benchmark on organization structures and associated operational grid KPI’s across European TSO’s• Operations  Manufacturing: defined the 2020 industrial footprint for a leading consumer goods player in Iberia  Costing: developed the new costing and pricing economic models for a shared services unit (BU from a PSI20 group); mapped all internal and outsourced operational processes; defined the new unit service catalogue, which managed the relationship with other group BU’s  Processes: performed a business process reengineering (BPR) of a commercial cycle process for the same BU

Sample engagements:• Strategy  Market assessment: defined the new investment valuation model for the group’s holding company; performed benchmarks on internationalization and diversification across global infrastructure management players  Strategic planning: defined and supported the implementation of business plans for several road concession, shared services and automotive inspection units within the group  Asset portfolio: developed several reports on the group’s asset portfolio and performance for the executive committee• Organization  ICT: carved-out the group’s ICT division, defining and supporting the implementation of its new shared services model• Operations  Turnaround: developed and implemented the strategy and operational initiatives for the turnaround of the group’s engineering unit  Center portfolio: assessed the operational efficiency of the group’s automotive inspection centers and developed recommendations on center investments/divestments and cost savings levers