Overall support in guiding and coordinating communication, debating and decisión making. Transition to third generation. Strategy, modeling and measurement of Capital Value and profitability.

High Quality Vehicle mobility and transfers in more than 1000 cities.

Patrimonio Privado - Organización Familiar. Colaboraciones independientes y en red, en apoyo a Empresarios y Directivos, Consejos, operaciones de capital riesgo, en las áreas de expansión internacional, Reestructuracion, estructura de balance y financiacion, Sucesion de Empresa, Estrategia, planificacion y control, Fusiones, concentracion e integracion de empresas.

World leading specialist in Coffe Confectionary. Coffe Manufacturers since 1886 and mints producers since 1971. Located in Pamplona, Spain. 60% of international sales mainly in Asia and Europe and national reference of confectionary expertise.

Technology Venture centered in engineering & manufacturing of innovative solutions based in advanced sensoring, serving the most demanding business sectors.

Tresca Engineering initiates in 2001 providing engineering and consulting services with industrial profile and focused to residential, agro, industry and Energy. With office in Madrid and Leon, is present in the spanish geography and expanding internationally.

EforE es la marca comercial de Corporación Industrial Hispano Etíope, S.L., una sociedad constituida en España con oficinas en Madrid y Adís Abeba (Etiopía). Formada por empresarios y profesionales con amplia experiencia en ejecución de proyectos industriales y de ingeniería en diferentes sectores, impulsamos el desarrollo de negocio, el comercio y la inversión entre España y Etiopía con servicios de consultoría integral y acompañamiento en las relaciones comerciales.

Private Equity Investment in International Renewable Energy (wind and solar). Initially acompanying an asset selling process, my cooperation turned reporting to the Board and the CEO, in managing the economic side of the business trough a strong transformation and multi-restructuring, adapting the company to a new business dimensión and introducing a Key focus in handling management risks. Several divestitures,Two syndicated contract novations, one syndicate restructuring, labor adaption through formal union process (ERE) and several corporate structure simplifications reducing the number of subsidiaries through merges and complex business splits to simplify the management and number of business units.

Private Equity Investment. Five one time MBI's in Natural Stone, sinergized to create the world wide €400M sales, leader in the business sector, present in all continents. Merged 41 companies in Spain coming out of the five groups in six months. The unified and synergized business platform was created in 12 months. Negotiated & re-structured a sindicated credit >€500M in two steps. Financial architecture was technically advanced to the local practice and the legal available instruments in Spain. Labor force and industrial downsize was required as the 2007/2008 crisis turned down the business to a 50% activity. Actions led to the today's strong cash generator business we can see in Alicante.

Automotive electric & electronic división of lear, by that time suppoorting with 15% of revenues, above 40% of the group operating income. Diversified, technology oriented, strong cash gernerator. World wide responsibility. The business was acquired by lear in the late 90's. The former owner UTC strong technology oriented created also one of the first business in the world to delocalize and set a low cost base industrial foot print.

Private Equity Investment.This was a reversed MBO on which the spanish subsidiary was taking over the German head office.Multisite, multi product, the company was on just in time assembly of several car parts, canisters manufacturing and manufacturing of assembly industrial lines.€500m sales and 15 subsidiaries trough USA, Latam and Europe.Structuring the new corporation, setting the new organisation and reporting for the future were the key goals of this interim position.

Private Equity Investment.One of the most succesful private equity deals of the first 10 years of the new century.The UEE (now Maxam), has become one of the most internationalized spanish business, Combining the strong product capacity and existing technology. The Company is now led by many of the leaders recruited in the late 90's, when the company decided to initiate the international expansion. This expansion was achieved by organical growth, exports of products and services and acquisitions.By then, the company was strongly based on spanish culture, and we moved to introduce market and multicultural habits and analytical capacities, among a large basket of management actions. These actions set the basis for one of the worldwide leaders in civil explosives in one of the business which soon we will probably see in the stock market in Spain.

Jonson Controls is today one of the most succesful component automotive companies worldwide. It was initially based in Belgium, it moved to Düsseldorf and later on to London, and this happened during the years of large component industry expansión through the strong externalisation process lived in the automotive industry. JCI was booming and in 1994/5, more tan 15 sites were opened in europe. The early times were focused to Support the growth delivering control and business performance to $2b business through more than 25 subsidiaries. Later, we reorganized the company driving Customer orientation to the business units, and the last task in London was to turn around a $500m business losing more than €20m profit. By then, the company was managed strongly decentralized and the UK related business was the first full solution provider from desgin to just in time in plant delivery, that the group was taking over world wide. The corporate management tools were focused to a highly decentralized business. Once having identified the Key issue with strong IT, Customer negotiation and change management Support, we succeded in turning around the business in 12 months to position the unit in profits.

Family owned business, multibrand & muiltiproduct food manufacturer oriented in Spain with some international interests.The company holds some of the most appreciated brands and some of the unique i have found with by that time 90% Customer fidelity.In those days, the family had decided to profenionalize the management taking the owners a supervisory position from the board. The new CFO asked me to introduce budgetary and proper management information and control tools.My key contribution was to generate tools and processes and with large efforts on change management gradually move the management team to a proper performance based management system and reporting.

This about €100m manufacturing and distribution rousted coffee familiy owned business recently acquired by then by Dowe Egerts (subsidiary of Sara Lee) was distributing through out of home and modern distribution channels. the business was present in Spain and Portugal. together with the CFO, I co-lead the department through a new ERP implementation, cultural change from familiy to multinational culture, and reportring automatisation process integrating the administration of all business areas.

GE Plastics Ibérica. Excellent training, outstanding company, probably one of the bests of the world. by then already on the top of the technology using mails and pòint to point communication lines to utilize the best self-developed software and information systems.This thermoplastic distribution business was set from an existing office of representation, and grew trough the five years in brands, products, business units and geographies taking over the management of the Portugal activities too.The last year i had a contribution to a large investment in south of Spain - Cartagena -, a multi billion investment of an industrial site to replicate the main manufacturing site based in The netherlands. this investment, due to a change in patents and upgrade of properties of the more commodity competing products was frozen for some years. and launched again in mid/late 90's.