Lisbon, Lisbon, Portugal
I’m an operations and transformation leader who loves turning complex challenges into clear results. Today, as Chief of Staff to the CEO at Logifrio, I drive strategic initiatives, digital transformation, and performance improvements that boost margins, streamline operations, and empower teams across 15 sites. My background spans consulting, manufacturing, and real estate—leading efficiency gains, large-scale change programs, and lean transformations at Kaizen Institute, PwC, Bentley Motors, and in my family business. I thrive at the intersection of strategy and execution, building structures, tools, and cultures that help organizations move faster, operate smarter, and grow sustainably.
As Chief of Staff to the CEO of Logifrio, I am part of the Executive Committee and support the strategic and operational direction of the leading Iberian temperature-controlled logistics network. My role is cross-functional, ensuring alignment between teams, driving key strategic projects, and supporting the company’s cultural and technological transformation during a period of growth and post-acquisition integration. Key contributions and projects: - Technology transformation: led the transition to a new TMS and supported the cultural change associated with this process. - Strategy and expansion: contributed to the business plan and oversaw the opening of three new warehouses in Spain and Portugal. - Tariff development: designed and implemented transport and warehousing tariffs for the Spanish operation. - Sustainability and energy: negotiated and implemented a partnership with an energy operator, resulting in the installation of over 2 MWp of solar capacity across Iberian warehouses and the creation of an energy community. - Performance management: developed operational KPIs and implemented daily performance routines, leading to margin improvement across operations. - Governance and processes: continuously reviewed the governance model and developed new commercial procedures, including approval levels, claims management, and new carrier agreements. - Operational innovation: involved in automated frozen warehouse projects, achieving a 50% increase in productivity.
- Implementation of continuous improvement strategies across different sectors (Manufacturing, Real Estate, Retail, Service, Banking and Mobility); -Developed and executed training programs that increased team skill levels and improved overall performance; - Spearheaded cross-functional projects, ensuring timely delivery and adherence to quality standards through effective resource management - Developed and implemented comprehensive KPI dashboards to monitor and analyze performance across multiple business units - Utilized PDCA (Plan-Do-Check-Act) cycles to systematically address process inefficiencies and ensure long-term sustainability of improvements. - Utilized Agile and Scrum methodologies to manage project timelines, enhance team collaboration, and adapt to changing project requirements
- Execution of PMO for the implementation of new ERP to clients; - Deliver Change Management activities, such as interviews, workshops and queries; - Applied PwC’s BXT (Business, Experience, Technology) framework to drive innovative solutions and enhance client value; - Verify and validate best practice documents; - Guided clients through PwC’s Transform methodology, facilitating successful organizational change and transformation projects; - Fulfill clients requirements in an effective way; - Managed client communication channels to ensure transparency and keep clients informed of project progress, milestones, and any potential issues
Project Management Office - Construction Site: - Negotiated competitive quotes from suppliers and subcontractors, optimizing project costs while maintaining quality standards and timelines. - Coordinated with architects, engineers, and subcontractors to ensure all project specifications and quality standards were met; - Managed construction budgets, tracked expenses, and negotiated contracts to optimize cost efficiency and resource allocation. - Supervised daily operations on construction sites, ensuring adherence to project plans and schedules - Analyse and discuss project budget to be cost efficient. - Oversee the project development and deliverables control management.
Part of Production Planning team for pre-series. Worked along side with Engineering and Logistics departments. Completed 4 projects from concept build to start of production. Main duties included: project deliveries following Volkswagen Production Emerging Process gateways, Advanced Product Quality Planning deliveries, creation of new efficient processes to be adopted by a hybrid production line, feasibility studies, Lean transformation activities and problem solving.
Since 1919, Bentley Motors has epitomized craftsmanship, innovation and excellence. I am proud to be part of a such resilient company. Within the Pre-Series department I have been working in tasks such as the following: - Following the Product Emergence Process throughout the different build phases of a new product to be introduced on the line. - Generation of efficient assembling processes. - Time management to meet deliverable targets. - Captured and raised concerns. - Development of production planning manufacturing strategies.