CEO & Founder

• Feb 2015 - Present

Corporate product lines are: • Rasing Start-Up Funding • Excellence in Corporate Finance. • Financial know-how advisor. • Finance quality improvement. • Management strategic approach / Business model. • Digital transformation. • Mentoring Wherever you look for a finance expert who aware business strategy and add value to the rest of departments Fresh new financial disclosure requirements find a CFO function as CEO privileged advisor. Most important responsibilities are: • Coordinate and monitor Financial Statements. NIIF are highlighted • Oversee Management: define procedures, manage the capital request and budgeting processes • Manage financial assets: Cash Management, Credit Management, Credit Control,… • Optimize corporate finance and tax. • Oversee third parties relationships: External auditors, Government Agencies, … • Assess investment/Project feasibility reports • Monitor and direct the implementation of strategic business plans • Team recruitment, training and development. Show less

Finance Executive Digital Expert

• Nov 2017 - Present

European Leadership is a non-political business oriented 3i. European Leadership is the eighth 3i (Internet Ideas Incubator) 3.0 founded by the Frankfurt based, Basque-Spanish Entrepreneur Jorge Zuazola after the success of Spanish Leadership (launched in 2008 with a focus on network, leadership, time management and financial education) German Leadership (launched in 2010 with similar business lines but with a strong time management focus, a key German skill) American Leadership (launched in 2012 with a focus on all these lines of business plus personal finance) British Leadership (launched in 2014 with a focus on LinkedIn, networking and fund raising), Worldwide Incubators Leadership (launched also in 2014) Spiritual Intelligence Leadership (launched in 2016 as a catalyst for worldwide leadership because SQ is the ultimate leadership) and Frankfurt Business Leadership (launched in January 2017 as Frankfurt is well placed to become the City that reinvents the business world). Every single professional/business is welcome to organize networking, leadership and business events with the support of European Leadership. Different levels of associations and affiliation will be established i.e. 1. Associate: Those who complete the basic 12 steps 2. Leader 2.0: Those who launch their own leadership brand 3. Entrepreneur 3.0: Those who do business in the economic graph 4 Business affiliates: Companies which apply the Internet Marketing 3.0 principles 5. Business Leadership Ambassadors: Individuals /companies who regularly organize business leadership seminars Our bootstrapping method is our competitive edge versus the traditional venture capital model. Our 3is have for quite some time created circa 700 clients who support us. Therefore we simply want to expand our successful business model to give others the chance to profit from the bootstrapping methodology. Show less

Expert in Finance & Control

• Mar 2015 - Present

Jorge Zuazola's literacy training in Germany. Jorge Zuazola's literacy training in Germany.

Associate

• Aug 2015 - Present

Business will change in the next 10 years more than it has in the last 50.Have money working for you instead of you working for money The reason why most people do not get wealthy is because they have never been trained financially to see an opportunity which is right in front of them. Adults who are serious about building long-term investment pipelines need to start managing their money according to a three-jar system. But instead of putting their money into jars, they should put it into bank and real estate accounts to then convert it into gold. To apply this triangle of success, adults need to come to the realization that neither the primary school nor the university (business schools included) system teaches you how to make money. Those systems will never succeed at teaching you how to make money because they are based on the scholastic system of education which was not designed to teach the fundamentals of finance. Key concepts such as cash book, income versus fixed and variable costs, budgeting, expenses converted to cost accounting for family units, austerity are indeed a must have for any professional if they are to succeed in an ever changing world. Show less

Mentor

• Apr 2020 - Present

Mentor

• Mar 2022 - Present

Associate Director, Madrid, specalized in Atl. Madrid, Valencia, Levante and Valladolid clubs

• Jan 2020 - Present

Strategy is a ladder where each step must come from a cognitive process. Time has now come to ensure that as strategy, each football club around the world has a Spanish coach, goalkeeper, defender, midfielder, playmarker, winger and striker. This is our strategy using the cognitive culture as our leadership basis. In 2008 spanishleadership.com was acquired as a hobby to support the LinkedIn Group of the same name but converted into a 2.0 web in the economic graph. The dream was to become World Champions after watching in Viena the Euro 2008 Championship of Spain. Occassional encounters with Iker Casillas, Xavi Hernández, Carles Puyol, Andres Iniesta and Xabi Alonso inspired Jorge Zuazola to launch the concept as a hobby- This is the tenth 3i (Internet Ideas Incubator) founded by Jorge Zuazola, the Frankfurt based Basque-Spanish 4.0 entrepreneur, after the success of Spanish Leadership (2008 with a focus on network, leadership, and digitalization) German Leadership (2010 with similar business lines but with a strong time management focus, a key German skill) American Leadership ( 2012 with a focus on all these lines of business plus personal finance) British Leadership (2014 with a focus on LinkedIn, networking and fund raising), Worldwide Incubators Leadership (2014) Spiritual Intelligence Leadership (launched in 2016 as a catalyst for worldwide leadership because SQ is the ultimate leadership) Frankfurt Business Leadership ( January 2017 as Frankfurt is well placed to become the City that reinvents the business world), European Leadership (May 2017 as the single European market has become the beacon of free trade) and Neural Networks Leadership (January 2018 with a focus on human creativity and sales management in the era of AI). Show less

Managing Director, Madrid, Multinational Companies

• Sep 2019 - Jul 2020

Ronald Stern is a Swiss Polymath. In the 70s he was one of the 5 Swiss Managing Directors who saved the Swiss watch industry from the wild Japanese competitors. Ronald first was Swiss Sales Champion at Olivetti Switzerland, then European Sales Champion and National Sales Manager at Xerox Switzerland at age 26, and finally World Sales Champion at Gustav Käser Training International, as well as Chairman Worldwide thus mastering his leadership. In the 80s he worked with Peter Drucker in leadership in Madrid to set up coaching. When Ronald Stern insists about the right beliefs is because most CEOs do not understand that Strategy is a Ladder where each step must come from a cognitive process. If CEOs applied Stern´s Leadership (i.e. Leadership is Art whereas Management is Craft) they would understand what Ronald Stern means by the current world being as liquid as water and they would thus be able embody the qualities of flowing water, flowing easily and naturally on the route that we are "meant"​ to take, with a gentle flow gusto and determination to implement the strategy in the 4.0 world. Cognitive Guidance is key as a must-have ability as opposed to receiving answers directly into our minds through ideas and thoughts that come out of the blue which is what most Board of Directors/CEOs do with an absolute lack of efficiency That is why José María Vich one of Stern´s most talented students says that nowadays in the 4.0 IoT world (the liquid world of Ronald) a CEO = Chief Sales Officer if a company is to succeed through the decade 2020-30 To do all that Companies need to be HUMANIZED again to a COGNITIVE+HORIZONTAL CORPORATE CULTURE: That is the WAY TO LEADERSHIP WITH THE RIGHT BELIEFS with the •4STERN-Radical-BELIEFS•in similar fashion to Thomas J. Watson Jr i.e. Make all work well Treat everyone with respect and dignity Be clean, sincere and always optimistic Above all, Be Loyal ((c)Ronald C. Stern) STERN INTERNATIONAL of Switzerland. "HUMANIZING LEADERSHIP Show less

Group Controller

• Feb 2008 - Dec 2019

Responsible for Finance Department for 23 companies. His goal is to assist the CFO and the Board in optimising decision-making. Results oriented, adds value to the group. Responsible for the regional Controller network (seven people) and directly for Iberian region. Most important responsibilities are: • Coordinate and monitor Financial Statements. NIIF are highlighted • Oversee Management: define procedures, manage the capital request and budgeting processes • Manage financial assets: Cash Management, Credit Management, Credit Control,… • Optimise corporate financial and tax. • Oversee third parties relationships: External auditors, Government Agencies, … • Assess investment/Project feasibility reports • Monitor and direct the implementation of strategic business plans • Team recruitment, training and development. Achievements: • Adapting Canalmail group to international expansion and new reporting requirements. • Acquisition of a Latinoamerican group. Presence in new business lines (Brasil, México and Argentina). • Startup and integration of USA, Andes and Southern Cone Area countries • Income Tax Official review passed successfully • Succesful negotiations of Mediaresponse acquisition by an investor shareholder. Due Diligence passed in 2017. • Group tax consolidation for nine years, decreasing tax rate to nil. Show less

Time Management Associate

• Jul 2015 - Jul 2015

Time Management Project in Germany Time Management Project in Germany

Director

• Jan 2003 - Jan 2008

Financial Consultancy to EC Harris Spain (subsidiary of EC Harris LLP). Turnover in Spain € 7,2 millions and 100 employees. Responsible of a team of two people. Financial Consultancy to EC Harris Spain (subsidiary of EC Harris LLP). Turnover in Spain € 7,2 millions and 100 employees. Responsible of a team of two people.

Quality Review Auditor

• 2004 - 2004

Controller Iberia e Italia

• Nov 1999 - Dec 2002

Reporting to local Managing Director and BPB Southern Europe Financial Director (total 16 factories y 4 administrative locations). My mission consisted in monitoring strategic projects and regional internal audit. • The most relevant projects were: Industrial Optimisation (€ 80 million in six years), merger and administrative locations closures, BPB Southern Europe’s Cost Control and changeover to euro. • Identified problems of going concern of an associated company (competence, law compliance) and € 3 million hidden profit (higher than turnover). • Implemented policies and procedures for Egypt acquisition integration. Created timely and reliable periodic financial reporting. • Decreased bad debts level from 7% to 1,4% and was able to eliminate the need for cash discounts. • Implemented a customer service system and led local internal communication analysis. Show less

Controller

• 1991 - 1999

Reporting to Financial Manager. Main responsibilities: Planning, Audit, Consolidation, Tax, Payroll and Operational Accounting. Oversaw three Financial Directors who supervised a staff of 22. • Centralized successfully the administrative process and mergers performed in order to transform 8 locations in one. Reduced Overheads/turnover ratio from 24% to 12%. • Led the migration from seven different IT systems to one IBM system (AS 400) and later to Digital (VAX). • Created the Internal Audit function, which enhanced existing internal controls and minimized overall risk. • Created a successful system for recording and control of Group Fixed Assets and enabled physical inventories to be made. • Provided timely and effective financial and management reporting including the reduction of monthly closings to 3 days from 10. • Converted seven family companies to a big-sized multinational company with the guarantee of reliable and useful management information, controlling and improving performance, and its UK GAAP orientation. Show less

Jefe de Equipo en Sector de Comunicaciones y Servicios

• Mar 1989 - Oct 1991

Responsible for assurance, risk management, and compliance. Specifically, I was responsible for job assign, fieldwork, and supervision for a team to oversee multinational companies Responsible for assurance, risk management, and compliance. Specifically, I was responsible for job assign, fieldwork, and supervision for a team to oversee multinational companies