Project Management, Business Change Management, Project Portfolio Management, Agile Project Management, IT Management, SAP Roll Out

• Program and Project Management services, especially for large and problematic project environments. PMO services on complex multinational environments.
• Implementation of Project Management Methodologies for large and medium size companies, training and mentoring of Project Managers in different languages.
• Strategic advisory in organization, management and governance of IT units. Add value to all business processes through technological and organizational innovation, searching for the excellence in operations.
• Specialized for transformation and reorganizations projects (e.g. post merger).

Implementation of the SAP IBP, APO, ECC and Hana solution for the Sales & Operational Planning in the international regions of Middle East, Asia Pacific for the chemical corporation Lyondell Basell. 

• Actualization of the existing IT Systems (Warehouse) and their integration into the corporate SAP solution for Sales, Distribution, Production, Procurement and Finance. IT Implementation and Change Management to adapt the business processes. Project had been started already 3 times before (2009, 2012, 2014) but due to high resistance and lack of results, stopped by the senior management. This time we were able to deliver the project and the planned golive for beginning of June 2017.
• Independent Project Manager reporting to Steering Board (CxO’s of the NL Business and IT Directors from HQ of Arla in Denmark) and Arla Global IT PMO Manager (DK).
• Management of a complete project team of 100 people, Arla employees and external consultants. Financial size of the project: 5 Mio € IT costs, 6 Mio € Business costs

Actualization of the existing IT Systems for Logistics and Warehouses (non-SAP solutions) and their integration into the corporate SAP solution for Sales, Distribution, Production, Procurement and Finance. IT Implementation and Change Mangement to adapt the business processes. Independent consultant reporting to Steering Board (CxO’s of the Finnish Business and IT Directors from HQ of Arla in Denmark) and Arla Global IT PMO Manager (DK). Management of a complete project team of 45 people, Arla employees and external consultants. Financial size of the project: 4,5 Mio € IT costs and 4 Mio € Business costs.

organizations (Panamá, Costa Rica, Mexico, other central American countries) in order to integrate them into the corporate standards on processes, norms and practices from the financial administration up to construction site financial controlling. Independent consultant reporting to FCC CFO and FCC Construction Program Board. Coordination of an international and cross-functional project teams, stakeholder management of all impacted organizations including the HQ in Madrid, Spain. Creation of rollout template concept for the internationalization and selection of implementation partners for the international rollouts. (10-2013 – 03.2014) Rollout corporate SAP Solution (04.2014 – 11.2014) in central American countries, based in Panamá. Management of a project team of over 50 people, both FCC employees and external consultants. Financial size of project: 5 Mio US $.

for CIO Advanced Program (IT Governance, Sourcing and Project financial management for IT managers)

Lead for the Unit Corporate Systems and Projects in cooperation with the mother company FCC (Fomento de Construcciones y Contratas) especially for SAP Environment, and creation of a new department to standardize Business Processes and functional area organizations to align it with the corporate standards of Alpine and FCC. Coordination of five simultaneous SAP implementation projects and their teams. Critical Stakeholder and Change Management in order to bring the Alpine Organization into theFCC management model (Merger).

SAP Scope: FI/TRM, CO, PS for construction business, MM/LO, SD, BW/BI, HR integrated with other business application platforms for vertical business solutions

connected to the SAP ERP solution for Finance and Materials Mangement.

• Torres Winery and Codorniu Winery (strategic consultancy in SAP international Rollout Concept)
• Azucarera Ebro - (Sugar production) – consultancy in SAP strategy for merger with Ebro.
• Pharmaceutical - LACER (IT Sourcing Strategy)
• Pharmaceutical laboratories - Esteve (IT Organization after Merger)
• Technical Inspection company - Applus (IT Governance)
• Pharmaceutical - Reckitt Benkiser (SAP Rollout Strategy for Finance, Controlling, Logistics and Production Planning)

The implementation of SAP had started 3 years before, but had got stuck in organizational problems. My task was to gain the trust and confidence of the Austrian management team and department leads in order to accept the SAP solution and in the other hand make the right corrections in the project execution by the contracted consultancy company in order to be able to go productive in 4 months (February to April). The program management included also organizational and procedural changes, adapting at the same time the financial administration and controlling to the corporate standards and guidelines of FCC (Fomento de Construcciones – Division Construction) and the logistical and production processes to the corporate standards (still in old IT-systems). Independent consultant reporting to FCC CIO (Madrid) and Alpine CFO (Salzburg). SAP Scope: FI/TRM, CO, SD, BW/BI, HR integrated with other business application platforms for vertical business solutions.

Interviews and Business Technology Analisys for over 20 Spanish CIOs with the tool Business Technology Monitor

• IT Governance
• IT Strategy
• IT Project Portfolio Management
• and Business Technology Project Methodology (internationally)

Training and Mentoring of the IT Management team in Project Management (PMI). Definition and implementation of Project Management Methodology and PMO in the corporate IT Unit of Group Benteler. Implementation of Organizational structures in Benteler Automotive IT unit in order to execute and control the Business Technology Projects in better way. Implementation of financial control of Projects for Benterler Automotion in Germany. Coaching and training in the use of the project management methodology with 2 SAP Rollout Projects (Spain and China) for FI/CO, MM, PP and BI.

• Creation of a Business Unit for SAP consultancy and launch it in the Spanish market, exceeding my objectives of sales (12M €), income (14,5M €) and results (2M€). Growth and improvement of results in 2008 and 2009. Management of a consultant team of 200 persons.
• Management of operations, commercial activity and business strategy for SAP consultancy. Organization of Delivery of the BU, improving the customer satisfaction. Creation of a stable network of collaboration (with IBM, Everis, etc.).
• Collaboration with HQ in the creation of Global Delivery Unit SAP for T-Systems international. Participation in SAP extended Board of T-Systems International. Agreement of Offshoring with T-Systems Mexico and Nearshoring with T-Systems UK and Germany.
• Unify and align the portfolio of SAP services with ITCO division of T-Systems Iberia. car y
• Market research of SAP consultancy service in Spain and election for M&A targets. Business Case for M&A with T-Systems GmbH Germany.

• Strategic plan for IT/SI for all companies and divisions of the group (450 societies), aligned with strategic business plans. Centralization of all IT departments of Group into one Shared Service Department in HQ in Spain and local supporting departments in 7 countries (Italy, Colombia, Panama, Mexico, Venezuela, Peru, Argentina, ). Create a unified model of IT Governance and integrate it with the management of R&D and Production of the Group (Unidesa S.A.). Create a unit for Process Organization in Spain.
• Unified model for IT Sourcing and Vendor Management - centralized. Negotiations in regionally in Europe and Americas.
• Project Management for corporate strategic Project of Reorganization of product lines and production plants. Coordination and participation in the definition of the new organization of the Group Cirsa and Nortia. Following merger of 4 divisions into 2 , unifying business processes. New implementation of SAP platform for all business administration processes (FI, CO, MM, SD, PP, BW/BI, HCM)
• Implementation of ERP SAP for corporate shared services (Finance, HR, Operations) in Spain and Italy, establishing a template for Rollout in Latin-America, piloting with Cirsa Colombia. (HCM, FI/CO, MM, LO, PP, BI/BW)
• Implementation of SAP HCM (HR) for Spain and model for the international rollout. Rollout of SAP HCM in Colombia.
• Design of a unified controlling model for the group and following IT implementation of it (SAP ERP with BI and other systems).
• Control of IT Budget (Opex and Capex) of 20M € p.a. Renegotiations of all global contracts (communications, system integration, HW, outsourcing, casino management systems, etc.). Management of IT team of 100 persons in 8 countries.

• Responsible for the management of IS and organization for Group “Bimbo”, after acquisition by Sara Lee, called Sara Lee Bakery Europe. Presence in Spain and Portugal. Reporting to country organization as well as to the HQ in Chicago. Participation in CIO Roundtable of Sara Lee International. Control of IT Budget of 10 M€ p.a. (Capex and Opex). Management of an IT team of 40 persons in 2 countries.
• New IT Organization and IT Governance aligned to Corporate Governance.
• Reorganization of commercial and distribution organizations and implementation of corresponding systems based on webservices, CRM and SAP ERP.
• Design and development of new business functions and operations, and Sales and Distribution management and Supply Chain Management with SAP SCM (APO) enabling a daily production and logistics optimization of fresh products. Optimization of shelf life cycle of fresh bread. Distributed logistics concept of delivery on customers realized with an integrated systems between SAP ERP and vertical solution for Direct Sales Delivery for more than 1000 sales personnel in Spain and Portugal.
• Design and implementation of Production planning and Steering for all 12 bread factories in Spain and Portugal based on SAP PP / LO / MM, and linked to SCM (APO), integrated with vertical shop floor control applications.
• Program Manager for IT in the creation of Financial Shared Service Center for Sara Lee International in Barcelona, giving service to all European units connected real time with Financial HQ in US and banks.
• Project leader for SAP HCM implementation for Personnel Development functions.
• Project leader for Sarbanes Oxley Compliance for Sara Lee Bakery, European pilot for the Group. Compliance achieved.

• Participation in European Production & Logistic Concept; implementation of the system solution for the pharmaceutical production centre in Barcelona together with the central IT team from Germany (based on Mapics).
• Pilot implementation of SAP R/3 in Group Beiersdorf, with creation of a unified template for an international concept and model. Establish SAP R/3 competence center in Spain and control of further implementation projects in Netherlands, Belgium and France.
• Implementation of automated production and warehouse system based on SAP ERP and vertical business applications (Warehouse management and Shop Floor Control).
• Project leader for IT compliance for Food and Drug Administration (USA) and Automotive Industry (GM). Both certifications achieved

Management and coordination of all ERP projects in Logistics and Production for BDF Group. (SW Europe, Nordics, USA y Latin-America). Support to subsidiaries in IT Finance, Controlling and Audit