TA-TUNG is the leading company and brand in ready-to-eat ready meals in Asian food. Ta-Tung is a company of GRUPO GALLO and is owned by PROA CAPITAL private equity.

Co-leading this commission, which main objective is to deal with those issues directly linked to the exercise of the profession, analysing in debating about professional development, value system, skills needed to be successful in fulfilling his mission and transmit these reflections to both the members of AED as well as the community of Spanish directors. Great learnings!

Co-writer of the paper "From manager to entrepreneur: the MBO / MBI's from a managers perspective.

Additionally, to CEO role, responsible for integrating all operations into Angulas Aguinaga:- Defining all business synergies within the group (cross-selling, new business, operations cost reductions) and executing them. - Sharing best practises to pick up the best. - Aligning process in all departments with the mother company - Ensuring operations.

Additionally, to CEO role, responsible for leading the selling process:- Defining long list of target potential buyers, drawing a teaser and building an equity story.- Building a strategic Plan 2022- 2024 and P&L forecast used to value the company supporting on a InfoMemo the value proposal and price objective. - Road show with short list buyers and selection of best option.- Successful due diligence with zero adjustments.Finally selling the company to Angulas Aguinaga, owned by two private equity funds (PAI Partners and Portobello

45 MM € / 200 people - 2011-2019: Sustained growth and profitability period o CAGR Sales +6% yearly, from 26 to 45 MM €, focusing on value added branded products, divesting non profitable and not synergic product lines. o P&L: turnaround from losses to EBITDA of 10% on net sales. o B&S: From high indebted b&s that needed funds to total cancellation of bank debts o Innovation: 35% of net sales coming from new products, designed by proprietary R&D and local marketing. - 2008-2010: Stabilisation amid financial crisis and losses o Restructure the business for growth, maintaining the best talent. o Branding: Developing the brand ROYAL to become the market leader. o Quality: Improve the product quality, achieving IFS Higher grade quality certification process. o Cost improvement: reduce manufacturing costs by -44% and logistic costs by -18%. - 2005 – 2007: Starting the transformation process o Build a new management team and manage rotation of key-roles. o Change the organisation from a paternalistic culture to accountability and data driven culture.

o After termination of the JV, responsible for building a powerful network of suppliers in many countries, key competitive advantage for the business and to co-pilot the company with the GM. o Implemented a new ERP, setting KPI’s in all areas. o Build business intelligence capabilities through OLAP technology.

o While being CFO of Copesco & Sefrisa, I led a joint venture with the Icelandic cooperative of salted cod exports (“SIF”), formed on the traditional cod business. First experience managing a sales team, achieving a sales growth of +20% per year and a high profitability. o I became an expert in purchasing the raw material, key competitive advantage in this business. o After termination of the JV, we integrate the business into Copesco & Sefrisa.

o Lead cost reduction process and optimisation through all the company. o Reduce the working capital, leading changes in all areas (clients (from 65 to 50 days), stocks (83-> 69 days), suppliers (82-> 86 days), asset allocation, and negotiation with banks

Implementing a new controlling balance scorecard

ESSA is the European salmon and trout smokers association. Its members are companies from the EU Member States. Among many other issues, after several years of work with the European Commission, we sucessfully achieved the endorsement by the PAFF ( Plant, Animals , Food and Feed) Comitee of the European Comission, of the "European Guide of Good Practices for Smoked and Marinated Salmon Products", which will regulate the sector. Great experience to contribute to our sector, at the heart of the EU lawmakers, Brussels, to the future of our sector.!!

Associate Professor in different programs: BBA and Executive Education ( Master Industrial Business, Master International Purchasing, MIB and Programa Vértice)

After 8 years ( two mandates, maximum legal according to the new statutes that I strongly support) enjoying being the President, I promoted a new team, supporting them temporarily from the Controlling Commisision. It is an insurance & investment company, which goal is to assure an ambitious full education package to orphans of Escola Pia until they reach university

My first turnaround. It was great to help the orphans of Escola Pia, achieving to increase hugely the benefits for the orphans, cutting the costs for rest of mutualists, changing all the investment protfolio, redesigning investment policies, changing accounting, reporting and actuarial services and building a great board team from the scratch that wrote totally new statutes that guarantee best practices in insurance sector . Good for the heart ! ...and my first but not last business turnaorund!!

Audit Division : Banking & Financial Markets

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