International Technology Consulting Team specialized in Value Engineering and High Performance Fibers production technologies working in connection with University Research Groups in the field of high performance polymers.

A historic leader in the Spanish packaging industry. Turned around the company and executed an acquisition of company competitors to stabilize operations.

Within USC Europe Group; subsidiary of US Can Corporation, a global supplier and leader in manufacturing of metal packaging, I am responsible for driving the turnaround process of our main business and manufacturing facility in France (Laon) by refocusing and restructuring the manufacturing footprint, business processes and organization structure affecting all areas (Manufacturing, Supply Chain, HR, Finance, Commercial, Quality, Maintenance and Engineering).

a global supplier and leader in manufacturing of metal packaging, I am responsible for driving the turnaround process of our main business and manufacturing facility in France (Laon) by refocusing and restructuring the manufacturing footprint, business processes and organization structure affecting all areas (Manufacturing, Supply Chain, HR, Finance, Commercial, Quality, Maintenance and Engineering

Within USC Europe España, S.A; a leader in manufacturing of metal packaging for aerosols, I am required to manage a variety of tasks to meet both business and client demands. This requires versatility, adaptability and a positive response to pressure. As Managing Director, I am primarily responsible for: Ensuring realistic goals, strategic plans and business plans are set. Providing the overall direction and management of the company. Providing leadership in the areas of Manufacturing, Supply Chain, HR, Finance, Commercial, Quality, Maintenance and Engineering. Consulting with managers on subjects relating to financial constraints, staffing and strategies. Acting as a bridge between the company, its shareholders and the outside world. Responsible for compliance of regulations and policies by the company and its staff. Initially, in 2001, the company had a negative operating income; having lost ground to competition resulting from substandard service and quality. Subsequent to team restructuring, the company have since delivered above budget operating income continually, and implemented substantial improvements relating to all service and quality issues. This has resulted in a market share growth of from 61% to 72% within just three years. In addition to the above, service index has improved from 41% to in excess of 95%, working capital reduced by 37.4%; rendering positive cash flow of more than €4 million. Structural and conversion costs have reduced by in excess of 24% combined with a 16% increase in productivity and overall efficiencies.

During my time here, I was responsible for the implementation of web based business tools, such as e-mass business balance combined with linking systems and business processes of cross functional and cross business manufacturing operations to sourcing and sales systems.

Whilst employed within one of the largest industrial investments of General Electric in Europe, I was instrumental in achieving a successful plant start-up and stable operation. This included consistently meeting and exceeding all deadlines whilst staying within stringent budgetary constraints. In addition to the above, through utilizing my past experience and acquired skills, I also guided the company towards meeting all business objectives and exceeding the operating plan commitments by re-motivating and realigning the operations and maintenance teams. Prior to new high-tech optical products being developed to achieve market leadership serving global markets, significant design and technology issues were fully resolved. Additionally, many labor issues were solved; allowing growth of the GE corporate culture into the organization. I was additionally instrumental in achieving improved team performances and alignment with corporate values and business objectives; resulting in the continuity of investment of GE throughout Spain with the subsequent doubling of investment.

Design Reviews and Design Validation of the spinning lines and associated systems and services of the Asturias Plant.Liason with contruction team in Spain and the engineering team of Fluor Daniel in Holland. Training of the spinning area specialized operators. Leads the commissioning and startup of the aramid spinning lines. Technical leadership for the development of new processes for spinning pigmented and extra low denier fiber. Technical resource for the Protective Apparel European Team.Extensive experience in the application Project Front End Loading (FEL), Hazard and Operability Analysis (HAZOP), Process safety Management (PSM) and Product Quality Management (PQM) methodologies.