Financial Director of a group of SMEs based in Zaragoza, Madrid, Barcelona and Italy.Responsible for the supervision of accounting, AP and AR areas, taxes, monthly and annual financial reports, as well as the preparation of the CCAA.As main focus for the next years, the objective is to digitalize the administration area, starting in 2023 with the implementation of SAP ONE, and following with operations tools that will allow us to design an operational dashboard for the Management Committee.Management of the company's working capital, as well as the short and long-term cash budget.Responsible for the preparation of the annual budget, as well as its quarterly review, implementing the rolling forecast methodology as an internal cost management tool.

Reporting to the Group CFO, I lead a huge Operational Process Consulting Project within each area of the Financial Department in headquarters. Implementing different RPA processes , working closely with computer and AI developers. Aligning project progress as change managers to ensure that implementation plans have maximum impact and success.Seeking to adjust the designs based on the results of the pilots, ensuring that the solutions are viable and optimal for our company. Tax Department, AP& AR Area, Controlling are living daily operational advances that allow them to lower repetitive tasks and focus on those that add value to their business.. Finance Team is being empowered to be able to focus on those issues where they are specialized and which allow them to be aligned with the strategic needs of the group. This will allow us to differentiate ourselves from other companies and be more competitive in the market.We’ve embarked on a technological transformation to improve our service levels, innovation and work quality.It is an exciting challenge to lead the work coexistence between the great human team in the financial area and the robots, and understanding that the future is in their interdependence will mean differentiating within the sector.As part of my role, I am leading the defining and implementing designing our first Accounting and Tax Consolidation ERP ( https://altin.es ) with the Director of Management Control and the Accounting Manager , It will be a tool to facilitate the generation of global key data overseas ( EMEA, LATAM and APAC ) to help to our Board of Directors to take decisions as efficiently as possible to be competitive and agile in our businesses.

Responsible for leading the business development project both nationally and internationally, accompanying the group's management, focusing on the development and professionalization of the financial and human resources area. Lead the digitization project of all the cross-sectional areas of the group, which allow to gain scalability in costs, growing with efficient resource structures, and defining and creating optimal and innovative information processes that give the company agile, consistent and adequate information in all their areas. This is a significant challenge in the short-medium term, leaving the daily management in which the workforce is usually immobilized, they are already immobilized with daily management. Provide different approaches to overcome this transition stage between the old cultural and structural situation of a business to a new one. Promote change, innovation from top to bottom, and from bottom to top in the company; turning each person into business entrepreneurs (intrapreneur), implementing pragmatic solutions in a strategic phase of transformation in your organization, which allow all areas to engage, moving in the direction set by the CEO's strategy.

I was the person for structuring and professionalizing Financial and Accounting area within a cosmetics and food supplements laboratory hired by the Basque capital investment fund TALDE PRIVATE EQUITY ( http://www.talde.com ).As a consequence of a new owners ( 70% of the Tegor Group componed of seven tax companies ), in 2018, I help to convert a traditional family business culture into a more innovative and efficient model in order to improve the financial picture of the group.Developed and executed Consolidated financial reports through which we could have much more agile ( Lead time reduction = 15 days ) , audited and verified financial information , and we will be able to optimize the fiscal image of companies by improving balance sheet assets as the extra input of real R&D assets which had not been reflected in the balance correctly ( I improved the administrative management process of R & D grants with Zabala Consulting ).I was in charge of the direct supervision of accounting, Cash-Management, external audit and CCAA creation.

* Ticketbis Group (Start Up environment ): as DEPUTY GROUP CFO, I was hired to designed and develop an efficient Financial team across all regions ( LATAM, APAC & EMEA). Managing all local Finance and controlling leaders , I Lead the improvement of accounting and financial processes which allowed to obtain information with higher quality and much more agile to control the business and be able to analyze our consolidated financial information to be able to execute strategic actions. All teams were in charge of the Due Diligence process and the final sale of the business to the eBay group in 2016 (M&A), being one of the biggest sales operations in Europe during that year 2016.* As eBay Group, I was leading all controlling and financial processes, we had to migrate all accounting of our 15 subsidiaries in the group to a Shared Service Center located in Switzerland and US, coordinating external and internal teams , as well as, supervising the integration in systems of the new group such as SAP, Ariba, WorkDay, Concur, Google Analytics among others , achieving more efficient structures, considering all legal , tax and accounting requirements of each country involved (42) as a group’s new challenge.

Responsible for controlling and Financial Area : budgeting, accounting , financial reporting, tax reporting and strategy.Member of the board of directors , steering committee and internal quality committeeDirect Team : 10MILESTONES:- Creation of a new system to reduce our outstanding debt to collect from a 80% of the total revenues to 10% ( a normal percentage in the sector ).- Promote an Internal Development group with different members within the entity to be able to prepare viability plans proactively to gain new cliente ( e.g : Freixenet )- Design process of control to accomplish all requirements in accounting and taxes to overcome any external audit.

- Leading Administration department, responsible for accounting and financial reporting of 3 IT consulting PYMES. Responsible for tax area, cash flow and bank negotiation.- Direct involvement with operations to improve processes and systems in order to gain efficiency and reduce costs- Leading Personnel Area ( labor contracts and payroll administrative circle )- Team : 7MILESTONES:- Design and implementation of a analytical accounting with a own ERP which allowed us to our financial figures quicker to take decision on time - great bank negotiation Both milestones allowed us to survive in a critical period of time from 2006-2008 within big economic crisis

Accounting, billing and payments supervision and financial reporting to be supervised by the corporate CFO .Report directly to the CEO of the company.Team : 5 , 2 accountants, 2 administratives, and one cash-collector.Develop all Tax Reports with the support of an external consultant (monthly and yearly)MILESTONES:- Creation of a new services subsidiary with all accountancy and financial processes from zero when this company was dissociated of its parent company ( Akzo Nobel Coatings ) in 2005 - Implementation of SAP ( accounting and reporting ) and SIEBEL ( revenues management )- Put in value this subsidiary to merge ( M & A ) it to a Arabian Company 2 years after ( 2007 )For more information:www.akzonobel.com

- Working in Outsourcing Projects providing to our important clients as General Motors ( Europe productive plants ) or General Electric a clear optimization and automatization of processes and tasks belong to Finance department saving structural costs . Our client check these saving through specific KPI's.- Constant improvement of internal processes to be more efficient and profitable to our company and clients.

MBA scholarship.Across Financial department, lead by Jose María Cerezo, I was in charge of supplier invoicing and other transactions accounting.AS400 environment

Financial support: invoicing , face problems with suppliers and clients across the administration department, support to manage CAPEX purchase orders.SAP ERP environment,