Barcelona, Catalonia, Spain
I’m typically brought in when organizations reach a point where complexity, fragmentation, or legacy decisions start to limit their ability to move forward—whether driven by growth, transformation, integration, or separation. Over 25+ years at dsm‑firmenich, I have operated at the intersection of business and technology while the company underwent one of the most extensive enterprise transformations in its history. During that time, the organization evolved from a petrochemical company into a global leader in nutrition, health, and beauty, with over 96% of today’s portfolio shaped through divestments, acquisitions, and business model shifts, culminating in the 2023 merger. My career has been built inside that transformation. I have led digital, data, and technology at enterprise scale across integrations, separations, and large programs—including a central role in the merger. The focus was not only Day‑1 readiness, but shaping the operating model, governance, and technology foundations required for the combined organization to function as one enterprise. A consistent theme in my work is shaping how organizations operate and adapt at scale. This includes designing operating models, aligning business and technology priorities, and establishing clearer ownership across platforms, products, and data. I have led transitions from project-led delivery toward platform- and product-based structures, simplified complex technology estates, and restructured supplier ecosystems—improving cost, resilience, and long-term control. Alongside execution, I focus on contributing to enterprise-level direction—aligning strategy, operating models, capital allocation, and technology choices into coherent agendas. This includes supporting senior leadership in prioritizing investments, structuring capabilities, and balancing speed with long-term sustainability. To sustain this change, I have built global capability engines, including delivery hubs in Hyderabad and Barcelona, integrated into a single model spanning internal teams, partners, and AI-enabled capabilities. These shifts were as much cultural as structural, contributing to stronger engagement and a more unified way of working. My approach is pragmatic and grounded in execution, supported by executive-level business training (Executive MBA) and experience leading global organizations across the US, India, and Europe. I focus on ensuring that technology becomes a structural enabler of business performance—connecting strategy, platforms, data, people, and partners into a coherent system.
Enterprise accountability for digital, technology, and engineering across platforms, delivery, data & AI. Lead a global organization of 1,000+ professionals with full ownership of a multi‑hundred‑million portfolio, partnering with the Executive Committee on enterprise transformation, operating model renewal, and value realization. Enterprise Impact: 1) Reset the enterprise operating model, transitioning from project‑led delivery to a platform‑ and product‑based model aligned to business value streams. 2) Played a central leadership role in the 2023 merger, ensuring Day‑1 readiness and long‑term alignment of platforms, governance, and ways of working. 3) Consolidated a fragmented supplier ecosystem and insourced critical capabilities, materially improving ownership, cost structure, and resilience. 4) Drove application rationalisation at scale, simplifying the landscape and reducing structural cost, risk, and complexity. 5) Designed and scaled global delivery hubs in Barcelona and Hyderabad, embedded in a single global operating model with AI‑augmented delivery. 6) Led enterprise SAP renegotiation, securing a highly favorable long‑term agreement aligned to the new operating and cost model. 7) Built a strong senior leadership bench and enabled one culture and high engagement as a tangible merger outcome.
Took enterprise accountability for data, AI, and analytics alongside core role, ensuring the data and AI agenda matched the post‑merger operating model and platform strategy. Enterprise Outcomes: 1) Defined and executed the enterprise data and AI strategy, aligned to business priorities and platform roadmaps. 2) Established enterprise data governance with clear domain ownership and accountability. 3) Built and scaled a Data & Analytics Center of Excellence, accelerating AI/ML‑based products and insights. 4) Led a company‑wide data literacy shift, embedding data‑driven decision‑making into core processes. 5) Elevated data maturity and adoption across functions, enabling measurable commercial, operational, and sustainability impact.
Accountable for technology integration and digital execution during a major corporate merger, while simultaneously building new global delivery capability. Enterprise Integration Outcomes: 1) Delivered Day‑1 readiness across 18+ enterprise workstreams, ensuring operational continuity. 2) Defined the post‑merger multi‑year technology and platform blueprint. 3) Introduced a platform‑ and product‑based operating model, supported by business‑IT co‑ownership. 4) Built and scaled the Hyderabad digital hub into a strategic global capability. 5) Ensured regulatory, security, and compliance alignment across all integrations.
I have successfully led the scaling of capabilities in India across diverse functions such as change management, technology development, automation, integration, analytics, and digital marketing. This initiative resulted in annual cost savings exceeding €5 million. Furthermore, I orchestrated the transition of our delivery capabilities to two core partners, driving annual cost savings of over €6 million. In addition, I played a pivotal role in digitally transforming DSM's Health, Nutrition & Bioscience business, resulting in annual top-line growth surpassing €50 million. Leveraging technologies including SAP, Adobe AEM, and Microsoft Dynamics, we achieved remarkable success. My leadership also encompassed driving digital shifts through automation and analytics at scale, fostering partnerships, and implementing agile methodologies. Moreover, I led the delivery of digital solutions across all functions at DSM and the Health, Nutrition & Bioscience businesses, managing a global team of over 500 FTEs and an annual budget exceeding €70 million.
From century-old roots as the Dutch State Mines, DSM has evolved into a purpose-led science company numbering 23,000 people worldwide and specializing in solutions for Nutrition, Health & Sustainable Living. Our purpose is to create brighter lives for all – which is why we’re proud that our name has assumed a new meaning among our people in recent years: Doing Something Meaningful. Purpose led science-based company, employing 23,000+ employees globally, specialized in solutions for Health, Nutrition & Bioscience, and annual sales of €10 billion In my role overseeing the Insights & Data Services unit, I have spearheaded the establishment and management of a proficient data and analytics team. This includes recruiting and nurturing talent, setting performance objectives, and ensuring alignment with organizational goals. I am also responsible for managing analytics tools and technologies, ensuring our infrastructure is up-to-date and selecting optimal solutions for our needs. Additionally, I oversee monitoring and reporting on data and analytics performance, developing key performance indicators (KPIs), and regularly reporting progress against these metrics. Furthermore, I have led the transformation of Reporting, Data, and Analytics technologies and organizations, simplifying the operating model and deploying advanced solutions such as Amazon AWS data and analytics platforms. This includes the migration from SAP BW/BO technology to more advanced analytics solutions, creation of globalized data lakes and visualization technology, and shifting towards foresight analytics and intelligent automation capabilities. Managing a team of over 60 FTEs and six direct reports, I am committed to driving innovation and maximizing the value of data and analytics within GbS and across DSM.
In my capacity as transformation lead, I am entrusted with ensuring the seamless execution of organizational change initiatives, yielding the desired outcomes. My role demands strong leadership, strategic acumen, and exceptional communication skills. Guiding the transformation program entails overseeing its comprehensive execution, from risk identification and issue management to progress monitoring and necessary adjustments. My focus lies in building and nurturing a team of proficient individuals to bolster the transformation endeavor, aligning their efforts with our overarching strategy. Central to my responsibilities is crafting a robust framework to gauge the transformation's impact, encompassing financial metrics and other pertinent performance indicators. Regular reporting ensures transparency and facilitates strategic adjustments to optimize outcomes. Additionally, I spearhead the automation at scale initiative within GbS, driving continuous discovery, deployment, and adoption. This involves leading multiple streams aimed at achieving substantial savings and operational enhancements. Through meticulous planning and execution, I led the GbS transformation program, surpassing targeted savings of 21.6 million Euros from 2019 to 2021. This achievement was realized by prioritizing location strategy, organizational streamlining, and embracing intelligent automation technologies such as bots, web, and mobile applications, and AI-driven chatbots. Furthermore, I played a pivotal role in conceptualizing and securing approval for GbS's forthcoming transformation initiative, Xcelerate, poised to yield 55 million Euros in savings. My contributions encompassed outlining the vision, identifying key components, securing funding, and garnering executive committee endorsement.
While studying Business Administration at Zuyd University of Applied Sciences (Engineering College Heerlen) Job on the side, supported the finance and risk teams by analyzing revenue performance across Libertel's now Vodafone’s distribution network. Responsible for calculating credit risk insurance exposure, contributing to more accurate financial forecasting and improved risk management processes.
While studying Business Administration at Zuyd University of Applied Sciences (Engineering College Heerlen) Supported K2’s digital growth through hands-on work in e-commerce operations, digital marketing initiatives, and EDI (Electronic Data Interchange) integration. Contributed to streamlining B2B connectivity with customers and suppliers, improving order efficiency and data accuracy across digital channels.