Green Investment Retail Holding is part of Al-Dabbagh Group, a family business conglomerate headquartered in Jeddah, KSA. It was established in 2020 and manages all the retail chains of the Group across its discount & convenience stores.Supervising the execution of the first phase of the strategic plan 2021-2025 defined for newly created retail vertical, consisting of the fixing of the formats before the growing phase, the establishment of the share services center for the corporate function, and the carve-out of one of the retail subsidiaries from a sister company.Defining a more efficient organization for the Finance team (clear separation within departments, status revision), improving the daily and monthly processes, designing a complete new internal reporting and deliverables to the Holding for a monthly review meeting. Leading the roadshow to raise the funds necessary to start of the business execution, obtaining the support from two leading local banks for the WC needs and the necessary CAPEX to launch the expansion.Focused on the digital business development, seeking for partnership to extend the business in KSA and leading the process for developing APP solutions to supply the non-organized retail business, key player in the country.I left the company after successful implementation of the first phase of the plan.

Head of Finance at Group DIA Business Unit in Brazil, with an annual turnover of BRL6,071m (€1,410m), and 1,172 stores as of 2018. As soon as my arrival, leading the process of forensic audit in 2018, detecting all irregularities and placing correspondent adjustments on the accounts, as well as defining a new structure in the department and control procedures. • Restatement of the 2017 accounts, as well as on the 2018 financials.• Take over for the 2018 year-end closing in the capacity of acting CEO as main responsible of the Business Unit (new CEO starting mid-January 2019).• Withing the same time-frame, outlined the Strategic Plan of the country business unit, presented to the banks and other relevant third parties• Creating a new organization at the Finance area more agile, bringing talent from the Market, giving independence to a new defined fiscal area, key in Brazil due to the complexity of the country, and obtaining large results in 2019Leading the business restructuring and turnaround during 2019, allowing the company to reach a sustainable growth path for the future.• Closing non profitable stores• Cost control discipline

Head of Finance and IT at Group DIA Business Unit in China, with an annual turnover of RMB1,500m (€240m), and 379 stores (from which 182 franchisee and 137 service manager) as of 2016. Responsible of the launch and full operations of the DIA virtual stores at Tmall Global platform (Alibaba overseas business), Tmall platform and Tmall supermarket (Alibaba domestic platforms), as well as at Kaola platform (NetEase), amongst other projects under the digital transformation strategy of the company.• Brand positioning and brand image building, “educating” the Chinese customer on the assortment offered through KOL campaigns in China and in Spain and other actions.• Definition of the assortment (panel tests, covered categories, hero-products…), pricing, promotion strategy (11/11, 12/12, Chinese New Year, 618…), definition of the main KPI´s and enhancing them (traffic, exposure, conversion rate, unique visitors / regular visitors, DSR…)• Working with TP Tmall partners, KOL´s• Responsible of the overseas business of DIA Group, bringing to China merchandise from Spain Office for selling it to local online players (JD.com, VIPshop, Netease…)• Participating in the definition and launch of local ecommerce solution and other virtual stores (DIA app store, Wechat store) as part of the digitalization of the company.In 2017 the Group decided to exit China due to high competition in the market and lack of scale; Successfully supervising the sale process to a Chinese conglomerate (Suning) as the acting CEO during the last 6 months of the operation, leading the sale execution, the handover and transition phase.

Working at DIA Head Office on the analysis and execution of M&A transactions. Among other projects, leading the acquisition of El Arbol (825 million € turnover) and an asset deal of 144 stores from Eroski (450 million € turnover), pillars for the new Group supermarket model “La Plaza”.Market screening and preliminary analysis of target companies (Information packages, Teasers…)Link between the Legal, Finance and Operational departments for M&A operations coordinationContact with external advisorsCoordination of Due Diligence processes (Dataroom, meetings with target companies’ management, definition of risks…)Participation on the definition of SPA agreements and active participation on final negotiationsIntegration coordination (Responsible of Post Merge Integration project)

Responsible of the Finance area of the Group Dia Business Unit in Turkey. Annual turnover reached more than 1.000 million TL (around 450 million €) as of 2012, and 1.100 stores (around 500 franchisee) in different regional centers, with 15% annual sales growth from 2010, duplicating its size in number of stores during these 3 years. In 2013 the Group decided exit Turkey due to high competition in the market.Member of the executive committee, reporting directly to Country’s CEOReported in Headquarter to 50 employees in five units, controlling, accounting and tax, bank relations, administration and procurement.Managing credit line portfolio of more than 10 banks / 200m TL credit operation (in OD and Short term loans) and other borrowing facilities (Factoring, Confirming)During sale process, acting as main interlocutor of the Group Dia, dealing with Investment Banks and potential buyers, including participation in management meetings, preparation of due diligences and compiling Data Room / Q&AGuest at the Dia Turkey BoD meetingsContact person between Dia and the local shareholder Sabanci GroupResponsible for Sustainable Development

During this period, Dia Turkey acquired ENDI (local retail company) and merged, and new regions opened due to integration of the new company. Later the company launched a challenging growing plan (opening more regions), in where I participated in its elaboration and follow up. Also preparation for spin off from Carrefour (final execution 2011).Reporting directly to Country’s CFOResponsible of monthly reporting to Dia Group, to Carrefour Group and to Sabanci Holding (3 different reporting platforms based in Hyperion, with different accounting principles applied)Responsible of consolidation (quarterly) with Carrefour Group and Sabanci Holding and managing the external audit processes (IFRS and Local standards)Responsible of BudgetingResponsible of Cost Controlling (platform for auction)Responsible of internal reporting (monthly figures, budget deviations, KPIs, region / store profitability…)Responsible of elaboration of the new account mapping to use after spin off

Performing support activities to country Business units related with Financial applications (mainly for monthly closing period)Participate in the yearly System Plan for Financial development improvements.Participate in the documentation of all the processes done and application used at Finance area.Participate at the trainings given to country Business units (monthly closing processes, inventory management…)