We were born more than 65 years ago to be a benchmark in the industry. Our impeccable track record has allowed us to consolidate ourselves as the leading chuck manufacturer in the international market.The INOX series chucks are specially designed for medical and veterinary use. A wide range of stainless steel chucks manufactured for use in orthopedic and trauma surgery, as a component of electric, manual or pneumatic surgical instruments.We strive to be at the forefront of technology and industry trends, allowing us to develop innovative products that offer practical and efficient solutions to our customers. We have a highly trained and experienced team of engineers and designers, who work closely with our clients to understand their needs and develop custom solutions to meet their specific requirements.

• Board of Directors Member• Leading the Business Development Expansion in Country and Globally.• Increasing Arcadis ́ footprint in SP & PT diversifying sectors, and core value propositions, bydeploying ARC global services, solutions and best practices’ in country• Leading proposals to RPFs based on the required work scopes of the project (TDD, TEDD,ESG, Environment services, Construction Management, Cost Management, Design, MEP,Carbon & water footprint, sustainability & circularity services)• Working in close contact with the Mkt, Finance, Legal and HR team to align current strategicgoals with the development of new projects• Setting up and managing projects including contractual agreements, project schedules andbudgets• Leading project and finance processes, forecasts, safety and wellbeing, standardizationand automation progress, though monthly reporting.• Budget creation and new strategy definition for 2022• Partnering with Global Business Area Executive’ Team to well deploy new Operating Model,new procedures, and org charts, by setting skills matrix and gap analysis, defining trainingrequirements, and creating new job descriptions needed.• Global Business Area Roadshows and Rollouts and Country Transition in place Responsible.• New Dpt creation, Digital Strategy, Design, ESG and Sustainability Certifications (LEAD,BREAMM, WELL).• Owning the complete program and project portfolio management cycle.• Deploying and weekly follow up, of the principles Business KPIs by implementing OracleERP and Oracle Sales Cloud.• Preparing, creating and leading the Action Plan to increase projects revenues and profits.(Whale curves, Data Analysis, EBITA, DRO, Net revenues, Net Contribution Margin,Billability and overview people' performance).• Mentoring and supporting the Technical team (N-1 & N-2) to better manage and lead theirteams, in both BU (Places and Resilience) by also setting Cross Country collaboration procedures & methods.

- Steering Committe Member Veolia España- Steering Committee creation for Veolia Serveis Catalunya- Business Development for Catalonia & Balearic Islands- New BU's creation (Biosanitary waste, Zero Net Carbon Emissions for  buildings & Industrial Procecess, Biogas &  Biomethane grids & Smart Cities)- Standardization & Procedures Creation - Creation, deployment & follow up for the Veolia Business Transformation program (agile, leanstartup, exponential attributes, desing thinking) 2  challenges, 2 teams, 2 solutions, 4 weeks- Hubgrade's revaluation & IoT (Barcelona's Digital Monitoring Center)- Team about 620  (Catalonia & Balearic)- Veolia Catalonia Professional Development Plan - Gender Equality Plan GEP for Veolia Catalunya - Compliance ISO 37001 100% achieved - Budget & Forecast 2021 creation & Follow up- H&S Internal Procedure's creation & implementation - H&S Award Consorci Sanitari Integral - M&A

- Technological operational plant specialization strategy- Standardization of “Best Practice” procedures ==> Achievement:15% production capacity increase (OEE improvement) in the factories where the “Best Practices” were implemented.- DOPA Implementation (integral strategic management plan) ==> Achievement: deployment of the plan in 50% of the plants in the 1st year and 100 % during the 2nd year-Operational Profit increase over the targeted - Standard Gestamp Production System Procedure & Gestamp Quality System‘s Definition & Implementation

∞ Special Assignment due to the BY631 Bentley Flying Spur Project & Consolidation of the Prototypes and Low Volume Projects already Launched.∞ Leading the Operation's team → Production, Quality, Logistic & Maintenance Dpt.∞ Achievement: -Backlog reduction of 100% within 7 weeks. -Customer satisfaction at Bentley & Porsche Headquarters and De-Escalation from L2 to L0 VW Group-Urgent Transports to zero.-Union agreement after their arrival, increasing the 15 shifts to 21 until the BY631 Ramp Up.-OEE 75% consolidation into the 80% of the Assets∞ Implementation of our GQS (Gestamp Quality System) & GPS (Gestamp Prodution System) ∞ Dashboard Implementation with a weekly follow up → KPI’s and Action PlansReduccion Plan for the FW (Fire Wall) Reduction Plan for Re-worksReduction Plan for ScrapReduction Plan for QA non Costs (incluiding Customer costs, QA and Logistic costs )Reduction Plan for UrgWorking Capital reduction PlanStocks vs Demand assurement with a new Production Plan by POF (point of feed) and by Project (Lamborghini, VW Zwickau, Porsche Leipzig, Bentley Crewe)HC reduction Plan (MOD, MOI, MOE)∞ 1st IATF Audit achieved∞ 2nd VDA Audit achieved∞ VW Capacity & Product Audit → Achieved 100% → De-Escalation

∞ Special Assignment due to the acquisition of a new Production Plant in Romania and the Dacia Duster Volume Up. ∞ Leading the Romanian Operation's team→ Engineering, Production, Quality, Logistic & Maintenance Dpt. → Gestamp Standards deployment and follow up (procedures, monitoring performance KPI's, etc.) → Develop and piloting the Action Plan, following it, with each accountable. → Romanian Team Training & Management, introducing them the Gestamp’s Procedures (Best Practices included) → Definition of resource requirements and Gestamp standards to be implemented in the Romanian’s new acquisition Plant, belonging to the Beycelik Gestamp Group. → In collaboration with the Divisional Directors of Operations and HR, identifying necessary resources in line with expansion, preparation of job descriptions, skill matrix, gap analysis and salary tables according to country. Support in expatriate selection and their team integration. → Direct Management with the Dacia’s General Manager & Renault's Global Purchasing Manager, ensuring compliance with their deadlines and requirements, through our best performance. → Coordination between the local team and the Gestamp’s support team. → Analysis of current and required future capacities. Monitoring and control of Investments. → Piloting the expansion's Plant plan, for the new Dacia’s projects/volume up, and the new FORD project.∞ Achievement:Backlog reduction of 90% within 4 months. Customer satisfaction at Renault Headquarters and Dacia. (1.2M parts to 0.1M parts) Integration of the new plant in the Gestamp South Europe Division

∞ Selection of the best profiles for our International University Degree LEINN (Leadership, Entrepreneurship and innovation).∞ MentorshipPiloting the School Leadership Forum and conducting group project mentoring. ∞ Business Development: Producing the business plan of the school for the following year.

∞ Business consulting and business management. → Achievement: Family company founded in Andalusia. Management and leadership of the bankruptcy process at the request of the shareholders of the company, negotiating with the insolvency administrator to continue with the activity. Negotiation of the sale of the company and maintenance of the management positions (family)∞ Neuro-leadership applied to business: "where people and companies converge, we will be there".∞ Neuro-Coach, Freelance Neuro-Mentor →Advising people in leadership, career and entrepreneurial projects

1996-2001 Phased reduction of debt and increase of sales.Multi-departmental creation and team organization. Supervision and negotiation with suppliers / customers.Achievement: New warehouse expansion and incorporation of a new machinery park. Project management with extremely short deadlines and industrialization of a machine in record time of 15 days.2001-2007 Sustained growth phase.Creation of a Business plan, incorporating the second generation Shareholders to the company.Management and negotiation of the client portfolio transfer of the Majosa competition after the closure of the plant.Achievement: Lead the generational change with a business plan for several years, assisting each position in the company with professional growth, through training and mentoring.Achievement: Absorption of creditor debt impact of the largest customer (€600K) through debt negotiation.2007- 2012 Internal Promotion to Chairman of Foga.Phase 1: Restructuring Phase. Financial downsizing during the economic crisis.Achievement: Negotiation and approval of the ERE (for 6 months) in a reduced time of two weeks and with the consensus of the Company Committee.Achievement: Staffing re-adjustments and re-hiring of employees based on the constant changes of orders from customers during the crisis.Phase 2: Sustained growth and addition of 50 employees.Achievement: Business development. Increase of €1 mil. 2010 and €1.05 mil in 2011 turnover. 2012-2014 Partnership phase with clients.Creation of solid engineering department with integrated and fluid client communication, product development collaboration with Tier 1. Market development with new national and international clients.Achievement: Homologation as a Tier 1 supplier with Volvo.Exit from company to embark on new personal challenges. End of family cycle in Foga.