Experience

Rotecna, s.a.

• Spain
• Ranching
• 1 - 100 Employee

• General Manager

  • Feb 2018 - Present

  We help pig farmers around the world to produce healthy animals with greater well-being in a more efficient, sustainable and profitable way. We design, manufacture and sale equipment, intelligent feeding systems and treatments for the valorization of slurry. In order to continue increasing our customers' profits we need to constantly evolve and invest in new products and solutions that are increasingly more innovative and efficient. We help pig farmers around the world to produce healthy animals with greater well-being in a more efficient, sustainable and profitable way. We design, manufacture and sale equipment, intelligent feeding systems and treatments for the valorization of slurry. In order to continue increasing our customers' profits we need to constantly evolve and invest in new products and solutions that are increasingly more innovative and efficient.



Pinos Maceli SL Hearts & People

• Spain
• Business Consulting and Services

• CEO

  • Jan 2012 - Present

  Company specialised in Sales turnaround & Operations excellence. International expansion. Recent Projects: 1) HS Fahrzeugbau (Ros Roca group) in Germany. Garbage collection systems, compaction and transport. 40 mill€ sales and 153 employees. Interim General Manager main tasks: Sales and aftersales strategy deployment. Full profitability by customer/product implementation Engineering Road Map, Value Engineering, Design for Manufacturing, Cost control Operations restructuring, Lay out change and procurement and inventory management procedures. Budget, Fcast and reporting culture. Cultural change towards performance and cash management 2) ALIERSA. Paper sector in Spain. 93 mill € sales and 165 employees. General Manager for restructuring and new investors search. Profitability by customer and Cost reduction implementation plan. Insolvency process preparation and presentation and viability plan 3) Ros Roca Environment. Engineering Division and Automatic Waste Collection Interim General Manager. 30 mill € sales and 45 employees. Non core activities close and restructuring as well as core activities devolopment. Company Segregation and divestment processes. 4)Dynamobel. Furniture and decoration of offices. 292 people and € 36 million sales Operational restructuring plan and more specifically Indirect people Key indicators and Management Control system implementation Industrial restructuring, productive model and relationship with suppliers definition Implementation of a modern production and quality system focused on reducing incidents with customers, reducing waste and improving productivity Show less



Faus International Flooring

• Spain
• Wholesale Building Materials
• 1 - 100 Employee

• CEO

  • Feb 2015 - Jan 2017

  Change of the business model. Definition and implementation of new products, channels, markets and value propositions focused on each segment and type of customer. International expansion and alliances implementation for potential future M & A projects. Opening of new markets such as China, Taiwan, Hong Kong, India, Mexico, North Africa and the Middle East Implementation and improvement of some Key processes as Quality assurance, Cost Control,Management by objectives as well as the process of Innovation and launch of new products. Some results: • Reduction of customer claims to one-sixth in two years. • 20% of total annual sales were of products launched in the same year • Average yearly sales growth of 27% (except the UK zone) Show less



Levantina Group

• Spain
• Wholesale Building Materials
• 200 - 300 Employee

• CEO

  • Jan 2007 - Dec 2011

  Responsible for leading a complete restructuring of the group comprising more than 60 companies, 63 quarries, 15 plants, 46 retail warehouses, 10 million Tons/year extracted, 16 million square meters/year processed, 2.600 employees and €390M revenues. • The team boosted sales in international markets by demand generation with 5 Sales and Marketing Business Units. Sales mix originally was 70% domestic market and today represents only 25% with a 75% export revenues in 93 countries. • Completion of a comprehensive reorganization of the Balance sheet by June 2010. Show less



Lear Corporation

• United States
• Motor Vehicle Manufacturing
• 700 & Above Employee

• General Manager

  • Jun 2003 - Jan 2007

  General Manager (Geschäftsführer) of the Terminals and Connectors business with headquarters in Remscheid (Germany). Lear Corp acquired the German multinational Grotte&Hartmann. €240M sales (74% automotive and 26% consumer business), 1.900 employees in 25 locations within which: 11 manufacturing plants (Germany, France, Mexico, Check Rep, S.Africa) 8 distribution centers (USA, Spain, Italy, …) and 11 sales offices in the rest of the world. Relocation of family to Germany. The target was the integration of the German group inside Lear Corp with ambitious challenges in profitability and international development. After 4 years of work, the Business Unit turned around from a break even situation in 2003 to a sales level of €400M, profitability and solid Cash Flow generation. Show less



United Technologies

• United States
• Aviation and Aerospace Component Manufacturing
• 700 & Above Employee

• Engineering Director

  • Apr 1996 - Jun 2003

  Former United Technologies Corporation Maisa. Bought by Lear Corp. Product/Process Engineering Director based in Valls (Spain). Responsible for Product and Process development, validation and project management team serving to the principal car OEM´s worldwide. Leading a group of 250 people, mainly Engineers, with an annual budget of €14M in costs and approximately €160M in tools and machinery investments. In 2002 and 2003, alongside the above responsibilities, management of Six Sigma and Lean Manufacturing deployment in Europe with a network 7 project Champions, 70 Black Belts, and more than 400 Green Belts. After this implementation, the team achieved annualized hard savings in the range of €25M plus other soft savings. Europe-wide integration of Quality assurance and environmental systems, Lean Manufacturing , Six Sigma and Continuous improvement operations. Unit leader during 2 years before his appointment in Germany mentioned previously. Show less



Johnson Controls

• Ireland
• Industrial Machinery Manufacturing
• 700 & Above Employee

• Engineering Director

  • Dec 1991 - Apr 1996

  Team leader for the development, investments, installation and set up of a new seat manufacturing Plant in Zaragoza province (Spain) with capacity of 2.200 cars/day. After this first stage, promoted to the Metal Process Engineering Direction (stamping, welding painting) at European level. Team leader for the development, investments, installation and set up of a new seat manufacturing Plant in Zaragoza province (Spain) with capacity of 2.200 cars/day. After this first stage, promoted to the Metal Process Engineering Direction (stamping, welding painting) at European level.



BALAY (GRUPO BOSH SIEMENS)

• Zaragoza, España

• Plant Engineering Manager

  • Sep 1987 - Dec 1991

  After covering several positions in Maintenance and Product Engineering, and at the age of 28 promoted to Head of Process Engineering in the washing machines plant with a capacity of 1.700 machines/day. Responsible for Maintenance, Tool shop, Methods and Times, Industrial Organization, leading a team of approximately 30 staff. After covering several positions in Maintenance and Product Engineering, and at the age of 28 promoted to Head of Process Engineering in the washing machines plant with a capacity of 1.700 machines/day. Responsible for Maintenance, Tool shop, Methods and Times, Industrial Organization, leading a team of approximately 30 staff.