Responsable de las siguientes 3 direcciones: Control de la Actividad y Calidad, Dimensionamiento Servicios y Proyectos, y Control y Eficiencia de Costes

Responsible for the unit that governs all the economic activity of the Bank's Operational Services Department (> 53 M€), made up mainly of the BSOS (Operations) and FONOMED (Contact Center) subsidiaries, as well as the Bank's own personnel in Operative tasks.Reporting directly to a general sub-direction of the Bank:-Control and analytical planning of the budget and resources, both internal and external. Analysis and mitigation of deviations.-Monitoring, review and modification of contractual commitments with partners and outsourcing policies.-Negotiation of rates and billing models with suppliers.-Rapid generation of scenarios for making strategic decisions.-Definition and calculation of macro indicators related to Operations.-Analysis of the degree of compliance and implementation of corporate policies related to operations.-Monitoring of savings generated by the implementation of efficiency projects.-Calculation of the purchase-sale value of Autonomous Productive Units for intra-group operations.The main achievements have been:-Lead a high performance team made up of 8 people, deeply motivated, committed and excited about the project.-To make the team a benchmark in the Directorate regarding the design and execution of analytical models aimed at controlling spending.-Early detection of threats and opportunities to the budget. Proposal and implementation of corrective actions. Defense and negotiation with the Bank's senior management.-Detection and proactive analysis of cost sources. Cost reduction.

Departamento de Empresa

• Integration of the CaixaRenting back-office: definition of the scope of the integration, identification of strategic projects and operational projects, and their implementation. Achievements: integration of 37 people and 29 services in one year, identification of more than 60% of matching in process and technology synergies.• Definition and implementation of the strategy to concentrate the mortgage processing providers. Achievements: increased billing for all suppliers awarded the tender, savings of € M per year for the entity and increased returns.• Acting as interim manager, I managed to regain the client's trust in services that did not meet the SLA, quality, productivity levels, ...• Other projects: analysis, re-engineering, optimization, implementation and management of the change of services outsourced by the bank in the areas of Delinquency (legal and bankruptcy proceedings, dations, recovery, ...), Legal Advice (legal call-center, ... ), Banking Services (factoring, guarantees, ...).

Definition of the merger strategy of the two engineering schools (technical and higher) in a single university campus. Urban project and analysis of synergies in infrastructures, research and teaching. Planning of the transition and management of resistance to change.

Member of the Management Committee and head of a team of 7 people. Achievement of quality objectives for the main clients in the sector. Process reengineering.

Member of the team that defined the strategy to recover the profitability of the company.Responsible for the implementation of the strategy defined in the operations area as responsible for the reengineering, construction and start-up of a new assembly plant within a period of 10 months. Management of a team of 12 people in addition to the suppliers (ppto of € 700,000).Responsible for a team of 5 people. Promoter and implanter of industrial improvement projects in the different plants of the group. Product approval.

Achievement of 2 new clients. Industrialization and approval of new projects. ISO 9001: 2000 implementation.