The objective is to modernize and digitalize more than 1,000 laboratories worldwide, transforming one of the company's most strategic areas, which generates over $2.5 billion annually. The deployment includes 350+ new installations in 50 countries, supported by a team of 100+ people from Development, Deployment, and Product areas,As Program Manager:• Program Governance: Lead and facilitate different actions defined in the Program Governance Plan including: Communications (Local/Regional/Program C-Level Reports, Newsletters-• Governance regular meetings (Program-Project level, Steerco, Regional, Local, Alignment.• Change Management: Implement effective change management strategies to facilitate smooth transitions and minimize disruptions both Business Unit and Lab End User side (Local and Regional). Based on ADKAR methodology.• Stakeholder Engagement: Communicate project goals, progress, and outcomes to stakeholders, ensuring their buy-in and support. • Strategic Planning: Develop detailed program / project plans, including scope, timelines, and resource allocation and consolidate workstreams status report.• Performance Tracking: Monitor project performance, track milestones, and provide regular updates to senior management through a set of metrics: KPIs, Dashboards. Reporting to C-Level per Program / Region / Country / Technology• Lead Quarterly Program/Projects meetings (Town Halls) with the Development-Deployment-Product teams for the overall review of Projects Status: Deployment Plan, Dependencies and Risks, Priorities.• Support Project Managers team: Regular monthly based Project Managers follow up meetings, follow up Projects, Issues, Demands, Supporting needs• Team Onboarding: Train remote teams in the program/project's Processes and tools: Service Now (ITSM Processes, Project, Dashboards, Reports, etc.), SharePoint, JIRA, Distribution Lists, and Communications.• Standardization: Promote same framework for Project / Program management.

The program's goal is to migrate local IT systems to the cloud (GCP/AWS) and the IBM Z-Series Mainframe to Data Fabric.As part of the Transformation Program:- Project Team Coordination: Coordinated 10 multidisciplinary teams (5 to 8 people each from IT, Operations, Business, etc.).- PMO Role: Consolidated the overall status of various workstreams: AWS/GCP/Data Fabric infrastructure deployment, Data migration and certification, etc.- Support to the CIO: Assisted in national/international Steering Committees (UK and USA) for Security, Transformation, and Move-to-Cloud initiatives.- Definition of KPIs–SLAs-Dashboards: Developed key performance indicators, service level agreements, and dashboards for tracking.- Agile Facilitation: Promoted the use of AGILE (IT and Business): Implemented Jira, Confluence, and SCRUM dynamics in project development and the conceptualization of new Projects/Ideas/Prototypes.- Point of Contact: Acted as the liaison with various company areas involved in the Program: Operations, Commercial, Legal, Data Analytics, and DPO.As Project Manager, additionally responsible for deployment and implementation:- Implementation of the Security Product Portfolio: - Web Application Firewall (WAF), Sterling File Gateway (SFG), AES-256 Encryption, Two-Factor Authentication/Key Rotation (IDAMS, HashiCorp), and EDITRAN upgrade. - Data Governance Process and Tools Implementation: Collaborated with the DPO and Data team to integrate processes and tools based on COLLIBRA to manage the data lifecycle.- Define, develop, and test Data Extraction, Validation, Ingestion, and Certification procedures.- Updated Data Definitions: Source, PII Classification, Use Case, etc.- Coordination with UK and US Infrastructure Teams: Provisioned and configured hardware in Google Cloud/Data Fabric: Servers/Database/DNS/Firewall/Routing/IAM, etc.- New ASNEF Claims and Disputes Management System: Implemented and integrated a system based on Salesforce.

Under the supervision of the CTO and reporting directly to the local CIO, responsible for:• Definition, measurement, and reporting of Service Management: Incidents, Problems, and Changes• Definition and tracking of Dashboards for Project Monitoring: Cost / Time / Scope• Business User Support and Internal Audits.• Coordination of global Software and Infrastructure Providers located in the United Kingdom, Germany, and Romania.• Support Help Desk team, creating dashboards, escalation procedures and Third Party Providers follow up• Business Continuity / Backup – Disaster Recovery audits and tests.• Support BMW Bank business unit in Incident / Change / Demand follow-up

Reporting directly to the EMEA Service Director, France, the top executive in the Services area:• Organization comprised of a team of 65 individuals including Consultants, Help Desk, Support, and Maintenance.• Management with the financial team of the Budget, P&L, and Forecasting for the area.• Collaboration with the Sales team in Customer Support, Pre-sales, and Contract Development.An analysis of the Organization, Performance, and Working Methods was carried out, resulting in the development of a Transformation Plan that included team reorganization, function reassignment, and enhanced Training. All of this led to:• Diebold becoming the sole provider of ATM Maintenance Services to meet SLAs for clients such as BBVA, Euronet, Banco Sabadell, and Bankia.• Diebold being awarded a contract by Banco Sabadell worth €35 million for new ATMs and Multivendor Support Services.

After closing the PMO I was part of, a year later, I was asked to set up a new PMO for the Professional Services area with the objective of:• Recovering best practices in Project Management by creating new Processes and establishing new communication channels with other areas of the Company (Business, Support, Pre-sales, etc.).• Managing the Delivery team: 13 Project Managers and 130 Consultants spread across Iberia.• Financial Control and Monitoring of both new proposals and Projects and Services.• Responsibility for the Management of Service Providers (35 companies).I was part of an international team led from the USA, for the design and migration of the old Management Systems to a new ERP within a project that involved all areas of the Company, from the Legal Department, Sales, HR, Finance, Services, and Support.

Some Success Histories published:• Technological update of Globalia: a two-year project with an investment of €1.8 million.• Transfer of Banco Santander's Sun platform to the Financial City-Boadilla.• Others:o Platform update at IGAE, General Directorate of the Police.o Migration of the Portal Server at the General Directorate of the Police.o ITL consultancy at Informatics Community of Madrid-ICM.o Migration of the email platform and internal services – Rovira i Virgili University.