Benalmádena, Andalusia, Spain
As part of the Business Architecture and Platform organisation. ➢ B2B transformation programme powered by Salesforce technology. Designed core chassis (technical capabilities and processes) with improved CRM flow to be implemented to local markets - Develop once, deploy to many, leveraging economies of scale. Supported the Vodacom implementation - Vodafone Business South Africa. ➢ Global strategic business architecture: Defined strategic patterns in the eCommerce and the OSS (Operations Support Systems) domains. From Aug 2023, as part of the Strategic programme and Transformation organisation, had a key role in the definition and implementation of a "Single Product Factory" for Vodafone Business centrally designed product. A large scale and strategic transformation programme which is aiming at reducing Product Time to Market, optimising overall cost of delivery, and ensuring excellent product market fit. ➢ Led a product pilot as Multi markets delivery manager within the framework of our Product Operating Model. Objective is to deploy simultaneously Operator Connect fixed in 5 markets (VF Ireland, Portugal, Albania, Greece, and Romania) to pragmatically stress test transformation initiatives. ➢ Led specific initiatives addressing Network integration delivery, multi market delivery governance process and supporting systems (PEGA, JIRA) engaging with a large spectrum of the organization hierarchy across multiple functions. ➢ Built an artifact driven approach to secure market commitment and formalize interlock with Group functions. (MVP sign off, business case and transition to delivery phase) This deliverable has maximised market efficiency in adopting the product and standardised the product operating model across Vodafone markets. ➢ Formalize lessons learnt and best practices, establishing feedback loop with impacted areas of the organization. ➢Built vision to embed Sustainability and Circular Economy best practices into the Product & Services Factory.
Cross functional position as part of the Transformation Management Office, bridging the two main operations hubs located in London and Madrid. Supported and managed local & group scale projects/initiatives, being instrumental in implementing process standardisation and optimisation. ➢ Led various eDocs streams (Business digitalisation program). Coordinated SMEs and IT resources to achieve project deliverables on time: 3 level process maps, requirement lists, contributed to Business Case definition ➢ Define vision and built a plan to operationalise Circular Economy principles. ➢ Implemented new services: eAWB activation campaign and customs filing support service. Analised and documented the requirements/processes, facilitated team on-boarding and transition to operational mode. ➢ Contributed to various transformation projects encompassing Air-side cargo allocation management system, cargo booking system upgrades, Constant Climate product end to end review by conducting gap analysis workshops (As-Is VS To-Be) to derive training requirements and formalise Business Contingency Plan. ⇨ Lean toolbox: Airside Gemba, process mining workshop, visual management, driving improvements through process optimisation (PDCA).
Achieved a successful Business Transformation supporting the implementation of the MEA Business model. Deployment of the Middle East and Africa Business Model, overseeing the procurement stream with following enabling technologies: SAP MM and BW, Bravo Solution. Geographical scope: 21 countries. Belonging to an IT Service Centre, the core mission consisted in enabling a successful Business Transformation supporting the implementation of the model. Lean management tools and mindset was leveraged in the projects (Gemba, gap analysis, process map, PDCA) ➢Accompanied local organisation in their transformations following the change management methodology in place (Identification of changes, assessing its impacts and elaborating action plan). ⇨ Gap analysis, process value stream mapping, leading awareness sessions and enacting action plan. ➢Once deployed, ensured the stabilisation through a process adherence enforcement. Process Performance Indicators reports monthly released. ➢Animated a regional process experts community promoting continuous process improvement best practices.
As part of the Energy Strategic Sourcing department, member of the team responsible for the worldwide implementation of an e-purchasing tools suite, encompassing: RFx process, e-auction, SRM, e-contract, and Performance Manager (Platform Synertrade). ➢ Ensured worldwide deployment and acceptance of the system in the subsidiaries, such as Russia, Bangladesh, China, Morocco, Zambia and Tanzania. Process alignment, localization, training, test and support. ➢ Coaching: Accompany the strategic set up of the tenders and e-auction. ➢ Inspired a global purchasing vision and promoted best practices.
➢Ensured Project management control (Project Committee preparation, streams progress follow up, planning). ➢E-auction stream leader: Promoted the practice, accompanied local team through the set up (strategy definition), training (buyers and suppliers) and market allocation. ➢Consolidated best practices Lafarge's community
Group Vivendi - 1st carrier on the island in term of clients and turnover. Support the whole purchasing process from the call for tender to the contract. Indirect purchasing. Commodities targeted: IT server and software licenses, antennes, Long term car leasing, furnitures, point of sales advertisement and goodies. ➢Implemented the KPI in order to assess the suppliers' performances. ➢Managed the suppliers data base (source new suppliers, create and deactivate counts). ➢Resolved supplier' disputes (Quality, delay, payment). ➢Processed the purchasing orders in SAP. ➢Tracked the imports: Multimodal transport, FLC, LCL, air and sea transports.
Managed a luxury car rental agency Took reservations, organized the planning Dealt and signed contracts with international and very demanding customers.