02/10/2025 updated
100 % available
Operations & Strategy Consultant (PMP & SMC)
Barcelona, Spain
Spain
MA in International DevelopmentAgile MethodologyBanking ServicesBusiness DevelopmentCustomer Relationship ManagementBusiness ProcessesBusiness Performance ManagementStrategic ManagementChange ManagementDigitizationEspañolForecastingFrenchInformation Technology OperationsInsurance Management and AftercareProject ManagementNegotiationOperational ExcellenceScrum MethodologyStatistical Process Control (SPC)Stakeholder ManagementWorkflowsTeam ManagementLogistics OperationsProject DeliveryCisco
I am a seasoned Operations & Strategy Consultant (ex-Accenture) with over a decade of experience in digital transformation, project management, change management, business process optimization, and strategic execution across industries such as technology, logistics, banking, and insurance. Certified as a Project Management Professional (PMP), Scrum Master (CSM), and SAFe SPC, I specialize in planning and executing complex initiatives, leading cross-functional teams, driving operational excellence, and delivering measurable results that enhance organizational performance.
I've been responsible for identifying and capitalizing on new business opportunities, negotiating with C-level executives, and building strong customer relationships. I have led transformative initiatives in multiple countries and sectors, attracting Fortune 500 clients such as Cisco Systems, BP plc, BBVA, SITA, Willis Towers Watson (WTW), Cofidis, and Verizon. I am fluent in English, Spanish, and French, and based in Barcelona, Spain.
Key strengths include:
Achievements include:
I've been responsible for identifying and capitalizing on new business opportunities, negotiating with C-level executives, and building strong customer relationships. I have led transformative initiatives in multiple countries and sectors, attracting Fortune 500 clients such as Cisco Systems, BP plc, BBVA, SITA, Willis Towers Watson (WTW), Cofidis, and Verizon. I am fluent in English, Spanish, and French, and based in Barcelona, Spain.
Key strengths include:
- Digital transformation of business functions and IT operations.
- Strategic planning and execution, helping organizations scale and achieve long-term growth.
- Project leadership, implementing agile methodologies and optimizing cross-functional workflows to improve business performance.
- Stakeholder management, working directly with C-suite executives to align projects with strategic goals and drive data-driven decision-making.
Achievements include:
- 50% reduction in forecasting time and costs, achieving $1.83M in annual savings for a global insurance firm.
- Leading PMO transformations for clients in banking and insurance, driving project success rates and operational efficiencies by 50%.
- Delivered 100+ hours of agile training to senior leadership and project teams, boosting adoption and improving project delivery efficiency.
Languages
GermanBasic knowledgeEnglishFluentFrenchGoodSpanishNative speaker
Project history
I was the PM of a digital transformation project for a multinational IT company specializing in air transport communications needed to implement Budget and Forecast functionalities on OneStream ERP within 7 months to improve forecasting accuracy, efficiency, and decision-making.
The existing ERP provided only actual data. Challenges included aligning global stakeholders, managing tight timelines, overcoming resistance to change, and handling technical unknowns with limited resources.
I created a rolling-wave project plan with a waterfall approach, ensuring clear deliverables, leadership alignment via regular updates, and a robust change management strategy. I also managed vendor coordination to deliver functionalities on time.
Results:
- Cut forecast duration by 50% and achieved 95% accuracy.
- Streamlined processes, enabling Finance to focus 80% on high-value tasks.
- Reduced data points by 99%, improving efficiency.
- Realized $1.83M annual savings with a 34-month payback.
- Delivered actionable insights for faster decision-making.
- This project drove measurable improvements, aligning the client's operations with their strategic goals.
The existing ERP provided only actual data. Challenges included aligning global stakeholders, managing tight timelines, overcoming resistance to change, and handling technical unknowns with limited resources.
I created a rolling-wave project plan with a waterfall approach, ensuring clear deliverables, leadership alignment via regular updates, and a robust change management strategy. I also managed vendor coordination to deliver functionalities on time.
Results:
- Cut forecast duration by 50% and achieved 95% accuracy.
- Streamlined processes, enabling Finance to focus 80% on high-value tasks.
- Reduced data points by 99%, improving efficiency.
- Realized $1.83M annual savings with a 34-month payback.
- Delivered actionable insights for faster decision-making.
- This project drove measurable improvements, aligning the client's operations with their strategic goals.
I led two transformation initiatives for a global insurance company, focusing on optimizing the operations of its sales and claims departments.
The company faced operational inefficiencies, including unclear roles, task overlaps, and insufficient visibility into sales pipeline processes. The claims department lacked task segmentation and data-driven insights, leading to inefficiencies and cost duplication.
Action:
- Mapped and analyzed CRM workflows for managing new sales to existing clients through interviews with the sales team.
- Conducted a comprehensive analysis of the claims department, segmenting tasks by geography, client segment, and complexity, while evaluating claims volume and resolution times.
- Developed a data-driven matrix model to realize team structures and workload, recommending the restructuring of the claims department into operational and strategic units.
Result:
- Improved CRM workflows, optimizing the sales pipeline.
- Delivered a matrix model, enabling data-driven decisions and operational visibility.
- Restructured the claims team, improving scalability, reducing costs, and streamlining processes to enhance productivity and delivery.
The company faced operational inefficiencies, including unclear roles, task overlaps, and insufficient visibility into sales pipeline processes. The claims department lacked task segmentation and data-driven insights, leading to inefficiencies and cost duplication.
Action:
- Mapped and analyzed CRM workflows for managing new sales to existing clients through interviews with the sales team.
- Conducted a comprehensive analysis of the claims department, segmenting tasks by geography, client segment, and complexity, while evaluating claims volume and resolution times.
- Developed a data-driven matrix model to realize team structures and workload, recommending the restructuring of the claims department into operational and strategic units.
Result:
- Improved CRM workflows, optimizing the sales pipeline.
- Delivered a matrix model, enabling data-driven decisions and operational visibility.
- Restructured the claims team, improving scalability, reducing costs, and streamlining processes to enhance productivity and delivery.
I led a business transformation for a leading French credit bank to improve in-house IT product quality by optimizing PMO operations, aligning them with strategic goals, and enhancing governance, processes, and methodologies.
The PMO lacked governance and standards, resulting in undefined project scope, poor execution, low-value outcomes, limited actionable insights, and insufficient team capacity for adopting project management best practices.
Action:
- Conducted a comprehensive AS-IS analysis of internal operations.
- Transformed PMO operations through governance models, methodologies aligned with PMI standards, and 30+ tools for project and portfolio management.
- Mapped and optimized 10+ key processes and delivered 25+ hours of training to improve team capabilities.
Result:
- Trained 20+ team members on industry-leading practices, improving performance.
- Enhanced IT project quality by 50%, increasing stakeholder satisfaction.
- Cut project execution time and costs by 50%, streamlining workflows and boosting efficiency.
- Delivered data-driven insights for better strategic decisions and investment choices.
The PMO lacked governance and standards, resulting in undefined project scope, poor execution, low-value outcomes, limited actionable insights, and insufficient team capacity for adopting project management best practices.
Action:
- Conducted a comprehensive AS-IS analysis of internal operations.
- Transformed PMO operations through governance models, methodologies aligned with PMI standards, and 30+ tools for project and portfolio management.
- Mapped and optimized 10+ key processes and delivered 25+ hours of training to improve team capabilities.
Result:
- Trained 20+ team members on industry-leading practices, improving performance.
- Enhanced IT project quality by 50%, increasing stakeholder satisfaction.
- Cut project execution time and costs by 50%, streamlining workflows and boosting efficiency.
- Delivered data-driven insights for better strategic decisions and investment choices.