We provide alternative financing to companies offering subscription to assets without diluting founders

We team with companies that are growing strongly while recording financial losses to maintain growth AND achieve profitabilityIt is specially relevant for start-ups and scale-ups that were financing growth with founding rounds and now will keepgrowing despite the tougher capital markets

* Acquisition, integration, merger and expansion of automotive parts distributors in Europe• Substantially reduce cost of spare parts distribution, while keeping high levels of service • Improved margins and total profitability by applying lean concepts and affordable IT. • Streamlining and eliminating of costly redundancies in the distribution structure. • Adding private label products from suppliers in India, China, Viet Nam and the US. All plants have been visited before starting supply. Private Label has much larger margin, but it is only possible after mergers and acquisitions bring the necessary size* Interim management services in diverse industries. See below for details of 5 global positions

In charge of automotive and scale-ups expansion

Gerson Lehrman Group is an American expert network that operates a membership-based platform that provides independent ad-hoc consulting services to professionals and businesses around the globe, and the world's largest network for one-on-one professional learning comprising more than 500,000 thought leaders and practitioners, including business leaders, scientists, academics, former public sector leaders, and the foremost subject matter specialists. GLG serve users at more than 1,400 client companies in 40 countries. These clients include Fortune 500 companies in nearly every sector and the leading professional services firms and financial institutions. GLG is transforming the way top professionals share expertise and learn.In my role as an independent consultant specialized on the Automobile, Aftermarket and Industry sectors, I advise companies when they require in depth information and insight for key decision making-Automobile Aftermarket Distribution-Automobile General-Turnaround-Industry General-Market trends and business models

https://www.wedidventures.com/en/home-english/We build, growth and invest in partnership with business men and women, entrepreneurs with experience, to build and scale disruptive companies that transform their industry.https://www.linkedin.com/company/wedid-ventures/

Develop India-Europe JVs and business projects in technology, start-ups, scale-ups and tradehttps://velocitorglobal.com/

Interim Finance Management to organize finance and general administration department brought to Manila from Dubai and achieve equal productivity as previously in Dubai

Interim ProjectLead company reorganizationManage finance during transition in activity from textile wholesale to hotel and tourist apartments development and operation.Refinance all facilities with banksCash flow managementTraining of New Finance and GA Staff

KOXKA, S.L. (Ingersoll-Rand-Public Company/AIAC-Private Equity) PAMPLONA CFO for a group of companies with subsidiaries in 7 other countries. • Leader of Turnaround Activities. In Aug. 2010 Koxka group started generating profit after years of losses. • I managed the transition to a new owner for the group (AIAC-USA) (Private Equity)• Group Integration. I developed all procedures to manage the group, headquartered in Spain. Previously, with Ingersoll Rand, each company reported directly to the headquarters and we transformed to KOXKA group with consolidated management.• Design and set up industrial and commercial reporting• Created Credit & Colletion function, previousli handled by Ingersoll Rand. €2.4M reduction in bad debt• Coordination with sales and operations through the 8 companies in the group.• I obtained loans from international banks without the mother company guarantee and cancelled an “inherited” overdue position of €4M• New costing system that avoided the wrong decisions made under the previous one and helped winning more tenders with profit for supermarket chains• Restructuring of JV in Hungary. Partners were Koxka and Tesco

Restructuring of the joint venture company, whose shareholders are Koxka Technologies (Spain) and TESCO supermarkets (UK)

Interim CFO and Deputy General Manager. For SunRoller, a private company with sites in Spain and SloveniaStandard based costing system and Standard based accounting system. Merger with ADRIA. Conducted due diligence. Cash management to preserve cash until takeover. Integration in new group and elliminaion of redundant functionsInitiated turnaround for new owner

Turnaround of Gates PT SpainCFO and Value Stream Mapping – Lean Manufacturing ChampionAutomobile Industry. Tier 1We moved Balsareny from candidate to closure to global benchmark for belts• First implantation of Lean Manufacturing in Gates Europe• Output increased by 68% and defective products reduced by 70%• New costing system that takes into account the changes in manufacturing processes• Shutting down of the St Just hose manufacturing plant• Training of the first financial team of the new Gates plant in Poland• Every year pushing of PIP’s (Profit Improvement Programs)

CFO and Human Resource Mgr. Deputy General Manager• Turnaround of the Portuguese and Valencia subsidiaries• New costing system• Implanted merit appraisal system (human resources)• Reduced cost of financing by 60% and increased cash availability

• Joint Venture between a Spanish public company and an American aviation engine manufacturer as solution to a complicated contract for engine sales• Selling into parts an industrial company, obtaining several times the investment• Liquidated factory with no profitability potential

Finance Director• Total Turnaround. Brought back to profits in 7 months.• Liquidated the company (strategic decision of Coberco)

Commercial Director• Formal organization dor sales from store• Sales increase 60%. Keeping same % Gross Margin. From €18M to €30M• Set-up of two specialized sales networks for sales visiting clients • Start of sales to France and prospecting of USA market• First import of textiles from China to Spain (1987)

• Budget preparation and follow-up• Development and Implementation of General Information Systems Plan• Profitability improvement actions