Expert in business improvement based on innovation and technology.Strategy executed! Proven!Help companies improve their business and internationalization based on disruptive innovation through paradigm shift and technology.Some questions and reflections from Senior Management. If you see yourself identified in several of them, then I can help you.- Business and digitalization - Do you know how to work more closely with your clients, as they are asking you? - Do you have sufficiently automated processes? - Do you respond quickly to new market demands? - Do you think that if you copy your competition it will be enough? - Do your employees add value to the customer? Does the client perceive it? - Do you know what do you need to digitally transform your business?- Department of Information Technology - Do you know if your IT team is ready to help you in the transformation? - Do you have the appropriate profiles on your IT team? - Do you understand each other with your IT people?- Costs - Is the IT budget correct in mix and amount? - Do you spend where you should spend? - Do you invest where you should invest?- Suppliers - Do you invest in what you really need or in the most fashionable technology? - Do you think that if you outsource information technology, problems will be solved? - There will be no trick in this quotation that seems so good?- Technology - Do you think that implementing the latest technology will put you ahead of your competition? - Do you understand what each technology is and what can do to help your business? - Do you think that advanced technologies are only for large multinationals?

Professor on Technology Strategy for CIO Advanced Program

Volunteer advising of micro-companies and entrepreneurs

Lead the transformation of Secartys from a model of distribution of subsidies towards the management of clusters and creation of added value for partners.

I write opinions in the "L'observatori" section.

Structure the global and local IT of Suez towards a federated model.Manage an aggregate budget of 3 figures (M €) million euros and a direct of 2 figures (M €).Lead the purchase and due diligence process, IT area, of GE Water (now Suez WTS) and successfully execute the first integration phase.

Lead the Ishare project (Office365 worldwide) with more than 60,000 users. First worldwide digitization project of the Suez Groupe.Define global standards and architecture. Structure and standardize the infrastructures and IT solutions of the Suez group to obtain global synergies, a common platform and a better performance towards the digitalization of the group. Create the group's common cloud platform. Manage a 2-figure budget (€ M) millions of euros.

Structure the IT of the Suez Water Spain (Agbar) subsidiaries in South America towards a federated model.

Perform the digital transformation of Agbar (now Suez Water Spain) in both commercial and technical areas, with special emphasis on mobile solutions.Restructure the IT area to become a business support area, evolving towards a compact high performance tema with customer vision.Lead the AquaCIS project, which involved the redesign of the commercial solution and the deployment of 750 sites in less than 3 years, with a budget of 2 figures (€ M) million euros.Fulfill the objectives of all relevant projects in objectives, dates and costs.Manage a 2-figure budget (€ M) millions of euros.Achieve more than 100% of the objectives in each exercise.Structure a Joint Venture with an international software manufacturer for the development and sale of the AquaCIS solution. Nowadays AquaCIS is implemented in Europe, America and Africa.

Increase the sales of Citius to reach in less than one year the level of Silver Partner of SAP.Structure the commercial methodology of Stratesys Consulting.

Multiply by 12 the value of CCS in 5 years, made when Jazztel sold CCS to Unit4Agresso.Lead new technologies (karat) and products (ekon) prepared both for cloud computing (already in 2003), on premise or hybrid.Lead in market in market share, customer satisfaction and technology in the ERP midmarket with ekon.Manage a 2-figure budget (€ M) millions of euros.Increase quality standards, CCS being the first Spanish company to be officially certified in "R & D".

Create Vanenburg Business Systems (VBS) that went from zero to 1,200 people in two years, at the request of Jan and Paul Baan.Transform the company in less than 9 months from a mono-product environment (Baan ERP) to multi-product mainly Axapta (now Microsoft Dynamics AX).Create and manage VBS Spain (now Prodware Spain), which in one year became the largest and most profitable subsidiary of the group.Manage France, Spain, Switzerland, Italy, Belgium, Portugal, Mexico and Turkey as VP Southern Region.

Create the company at the request of Jan Baan and a Spanish partner.Multiply by 20 the value of the company. Realized when the Spanish partner sold its shares to Baan Company.Achieve leadership in the ERP industrial market in Spain and Portugal with more than 300 installations.Define and decide the strategies, technologies and products of the future by being a member for several years of the "Steering Committee" of Baan Co.

Create the company at the request of Prodstar, a leading French company in ERPs.Reach a leading position in Spain, with more than 150 customers from the middle and higher market.