Iberojet airlines is the leader airline between Spain and the Caribbean for leisure travel, flying more passengers than all other route competitors added (2021 data). Our fleet is composed by seven aircrafts (A350, A330neo, A320). As Iberojet's business systems director I'm responsible for the transformational programme aiming to evolve Iberojet from a charter airline into a hybrid one. Main projects follows:[·] Digital first, Digital only. [·] New distribution channels implementation, improving market reach while reducing our dependency (and risk) on charter customers. [·] Reviewing and improving existing business process maps, or implementing a completely new ones in order to support hybrid airline business model.[·] Change management. Engage and assist Iberojet teams helping them to adopt new business model, processes and tools.[·] Removing data silos, implementing "one source of truth" across all company. [·] Sponsoring and leading company wide data-driven culture development. [·] Cloud adoption. SaaS as the natural way to achieve a cost-efficient and future proof business platform architecture.[·] Business systems landscape transformation implementing, upgrading or replacing both commercial and operational: .- PSS, DCS, eCommerce (B2B, B2C, Mobile), GDS (Amadeus, Sabre, Travelport), Revenue Accounting, Revenue and Fare Management .- Schedule Manager, Flight Manager, Movement Manager, Crew Manager, Cost Accounting and BI platforms.[·] Market Iberojet products across all major available distribution channels, increasing non charter business from 0% in 2020 to 50% in 2021.[·] Reduced business system landscape complexity from 30+ legacy applications to less than 10 fully integrated ones.

Global Yachting Group is the world’s leading superyacht service & supply group with offices in Spain, France, UK and USA. As Group IT Director I was responsible for the overall planning, organizing and execution of all IT functions across all GYG companies and locations. Main achievements: .- Achieved "One Truth" across all companies where each business event had one and only one data item representation. .- Implemented "data driven culture" powered and supported by company software ecosystem. .- Reviewed and improved business process maps as an input to the implementation of the new company ERP (Sap Business by Design). .- Digitization of both permanent and temporary offices and standardization of IT function across all territories. .- Data security and compliance. Designed and implemented standarized security platform (security rules, authentication, encription, policies, threat detection, firewall as a service, etc.) across al offices and territories. .- Cloud adoption.

Lead & Drive Digital Transformation .- Implement a common fare system across all territories (4) and operators (29). .- Integrate all bus operators in the territory (29) under our central management system/common fare system. Budget 1.8 million euros. .- Develop full electronic clearing house that handles >60m Euros/year. Budget 1.3 million euros. .- From all-paper customer relation to zero-paper one: Claims, receipts, notifications, etc. Developed customer portal and employee portal to improve both external and internal communication and services. .- From client-server architecture to software as a service web platform.Made public transport visible to users .- Create www.tib.org from scratch and boost web page visitors to more than 5m/year. Build android and iOS applications .- Build public transport API to provide data and services. API consumers: Google, Moovit, Bing, etc. .- Developed realtime geolocation Bus/Metro/Train and build realtime user information system.Turnover .- Reduced fraud from 27% to 4% on heavy rail & metro (from 5,9m euros 2014 income to 7m euros in 2017 = +1,1m Euros yearly net income) .- Increased overall ticket sales by no less than 3% year to year. From 45m 2009 to 60m 2018. .- Developed services and integrations that allowed business growth with an increase of mass transit users managed by our platform from 11 million in 2009 to 24 million in 2018.Innovation .- Sponsor, technical lead and project director of CTM new generation IDBased public transport ticketing system. Team: 25 hw&sw engineers. Budget: 11 Million euros. Project RFI & ITT: https://contrataciondelestado.es/wps/wcm/connect/PLACE_es/Site/area/docAccCmpnt?srv=cmpnt&cmpntname=GetDocumentsById&source=library&DocumentIdParam=d34243b0-6085-44f9-8268-69985438570c

From February 2003 to April 2008 i was responsible of production datacenter for J2EE applications at Govern Balear. During this period among my responsabilities i can highlight: .- Plan, test and deploy application's new versions to production datacenter..- Define and implement datacenter management best practices..- Application tunning, hardware optimization and R&D new technologies and architectures addressed to improve service performance..- Define, implement and monitor service level agreements. Ensure SLAs compliance.Volume of managed services exceeded 300, being the most critical those related to the health sector. These ones, by their criticality, were deployed on fully redundant fault-tolerant systems with highest standards of safety and reliability. Most important projects are listed below:.- Primary care health information system deployed at all health centers in the community with over 8000 concurrent users..- Electronic Recipe - Balearic Islands electronic prescription system deployed in all community pharmacies with over 1200 concurrent users.

During this period at Sistemas de Gestión de Baleares,I was the project manager of the development team responsible for systems integrations and custom applications. Most important projects of this period are listed below:- Integration Microsoft Navision Financials ERP with B2B portals, B2C, B2E.- Development of Camper's commercial sales tool, that allowed Camper's account managers to sale footwear all over the world and its integration with the company's ERP (SAP).