Experience

Apropity Risk Solutions

• Spain
• Insurance
• 1 - 100 Employee

• Risk Manager - Cyber Risk - D&O Insurance Broker & Employee Benefits

  • Sep 2018 - Present

  In - Apropity Risk Solutions - we have been providing, for more 25 years, services of Risk Consulting and Management of Insurance Programs for companies, private customers, associations, guilds and institutions. We have a professional and multidisciplinary team permanently focused on the integral protection activity of our clients, as well as optimizing the insurance and coverage costs. CYBER RISK is an insurance solution, in order to achieve the same level of risk mitigation as in physical businesses, related to the new digital environment. Understand and protect your business, our priority. Show less



Escura Consulting

• Spain
• Business Consulting and Services

• Executive Business Consultant & BS Commercial Agent. EC Business Development

  • Dec 2013 - Present

  The scope of my project: I have joined the network of Consultants franchisees of the firm CONSULTING ESCURA.Three pillars underpin this partnership:* BRAND* INNOVATION* HIGH VALUE ADDEDWhy?BRAND. ESCURA is a century-old brand in social and legal life of Barcelona. It is a brand committed to society as a commitment to Corporate Social Responsibility. Values, attitudes and quality distinguish.INNOVATION. It had to happen: it was born a new model of consulting and advisory. The best startup consulting, with supports as relevant to the credibility of the mission Escura Consulting, as BANCO SABADELL. "You have chosen to Escura Consulting. Banco Sabadell, also". Escura Consulting has developed its own APP, to put advice available to all companies.HIGH VALUE ADDED. Consulting services, Predefined and Specific, allow deliver value to the companies.* We position your company in the sector of his business, informing their strengths and weaknesses in relation to their competence.* We implanted a method of continuous improvement of its results.* Anticipate. Keep your company legally ordered.ESCURA FIRM - Lawyers and Economists -, is a strategic supplier to Escura Consulting multidisciplinary consultancies. Joining the highest ethical and quality standards, to solving the real problems that plague companies.ESCURA CONSULTING & ALCÓN - freelance, available to customers all consulting services required by companies. Experience, methodology and price competitiveness, motivated by a standardized and efficient processes, make it accesible to all companies consulting services.TOGETHER, BETTER. Show less

• Escura Consulting Maresme - Asesoría Empresarial y Consultoría

  • Nov 2013 - Present

  ALCÓN - freelance. Managing - PartnerThe new professional project, as an entrepreneur, starts NOW.Attitude ethics in digital and productive economies.Strategic Management for excellence, innovation and anticipation.My career and my personal maturity are the pillars that support the illusion by providing the best service to ENTERPRISES.Consultancy well defined with the quality of work well done, to meet the needs of companies with high added value products.A good and exciting project. Show less



Jordan Group

• Spain
• Motor Vehicle Manufacturing
• 1 - 100 Employee

• Financial Controller Business

  • Jun 2013 - Nov 2013

  JORDAN Martorell, global supplier Tier 1, more than 60 years of experience in the manufacture of cold-formed parts, welding, die manufacture, and assembly of components for the automotive sector. JORDAN Martorell have a production center in Barcelona, and a second production site in Zaragoza, EMZA Company. In my role as FINANCIAL CONTROLLER BUSINESS, I contribute to strategies for the expansion and internationalization of the company, through strategic alliances, - joint venture -, for industrial competitiveness. A good project. Show less



Transitory Situation

• Vilassar de Mar

• Director Administración, Finanzas y Control, or CFO, or Financial Controller

  • Mar 2013 - Jun 2013

  I am in transitory situation. The professional project that has occupied me for over a year in a strategy consulting and operations is been completed. Now starts an important and personal new project, the active job searching. The scenario is difficult and complicated, but I consider that a CFO is playing a strategic and trusted business. I put at your disposal my experience and professional skills in the economic and financial area, convinced that my contribution will add value. Here, I make mention of my values: • Mission: to manage the financial statements of any enterprise in accordance with general and international principles of accounting accepted. • Vision: excellence in the role finance / accounting • Objective: to contribute to the strategic management of short, medium, and long term, to maximize the competitiveness and profitability. The knowledge to offer solutions, to solve problems. Show less



ITEMSA

• Spain
• Business Consulting and Services
• 1 - 100 Employee

• Financial Controller & Marketing Manager

  • Jan 2012 - Mar 2013

  Our experience: over 20 years' experience, improving competitiveness and productivity of our customers. We are you partner in: rationalization and improvement of industrial labor, cost and risk reduction, optimization of the social climate, organizational design. The strength of our brand: working together, better. Our success: the relationship between benefit and cost (B/C) is 2; our clients recover the cost invested in 6 months. Our style: diagnoce, develop and execute custom projects with the aim of achieving savings for our customers. We aren't consultants, we are experts in solving engineering problems, contributions toward our mission and values. The new manufacturing model to excellence: world class manufacturing. http://www.youtube.com/watch?v=mWvpHQ3ZaAQ Show less



PYME

• Barcelona

• Interim-Part Time as Financial Consulting

  • Jul 2011 - Dec 2011

  From September 1, I started working in a collaborative project for a PYME dedicated to consulting, enginnering and training services, on productivity and competitiveness for Industrial Companies. My project, submitted and accepted, is a Management Control System, wich an objective: P&L and BS monthly, and above all the definition of the profits by projects. It's being a good transition. From September 1, I started working in a collaborative project for a PYME dedicated to consulting, enginnering and training services, on productivity and competitiveness for Industrial Companies. My project, submitted and accepted, is a Management Control System, wich an objective: P&L and BS monthly, and above all the definition of the profits by projects. It's being a good transition.



Transitory situation

• Financial Director or CFO or Financial Controller

  • Apr 2011 - Jun 2011

  Distinguished Sirs and Ladies: I am writing to offer my professional experience, convinced that my contribution in the area of finance function add value. I’m a Senior Director of Finance role, steering committee member and attorney, leading teams of people based on objectives, management of change, which carries out all its innate abilities to function, which has the following values: • Mission: to manage the financial statements of any enterprise in accordance with general and international principles of accounting accepted. • Vision: excellence in the role finance / accounting • Objective: to contribute to the strategic management of short, medium, and long term, to maximize the competitiveness and profitability. My enthusiasm and my motivation go at this time for sector change, considering that such change is engaging and enriching for my career. I attached my CV, hoping to expand the details in a personal interview. Thank you in advance for your bid. Carefully Rafael Alcón Díaz Show less



Marelli

• Japan
• Motor Vehicle Manufacturing
• 700 & Above Employee

• Financial Director

  • Dec 1991 - Mar 2011

  MAGNETI MARELLI ESPAÑA, SLUI’m a Senior Director of Finance role, steering committee member and attorney, leading teams of people based on objectives, management of change, which carries out all its innate abilities to function, which has the following values:• Mission: to manage the financial statements of any enterprise in accordance with general and international principles of accounting accepted.• Vision: excellence in the role finance / accounting• Objective: to contribute to the strategic management of short, medium, and long term, to maximize the competitiveness and profitability.But the crisis has recently knocked on my door.On March 31 first, 2011 I disassociated myself from Magneti Marelli Group (Fiat Group).This is why I would like to highlight the difference: MY EXPERIENCE IS VALUE ADDED. Show less

• CFO and Secretary non member of Board of Directors

  • Nov 2004 - Nov 2008

  MAGNETI MARELLI ELECTRÓNICA, SLI’m a Senior Director of Finance role, steering committee member and attorney, leading teams of people based on objectives, management of change, which carries out all its innate abilities to function, which has the following values:• Mission: to manage the financial statements of any enterprise in accordance with general and international principles of accounting accepted.• Vision: excellence in the role finance / accounting• Objective: to contribute to the strategic management of short, medium, and long term, to maximize the competitiveness and profitability. Show less

• CFO and Member of Board of Directors

  • Sep 1999 - Nov 2004

  AUTOMOTIVE LIGHTING REAR LAMPS ESPAÑA, SLAfter 8 years of international experience, I decided to return and settle in Spain. 2003.I started working for Yorka as a member of the Board of Directors, and later I became operative as CFO for Spain and Mexico.

• Financial Controller Corporate

  • Sep 2001 - Sep 2003

  GRUPO SEIMA - SEIMA ITALIA SpAMarelli offered me a job in their firm.It offered me again a position of trust, as I was the only member of Marelli in that Group as CFO.Seima Group was a group of companies without corporate policy.The headquarters were in Tolmezzo, Udine, Italy. In Italy they operated two additional industrial units. One located in Grugliasco, Turin; and the other in Tolmezzo, dedicated to the construction of moulds, tools and application. In France they operated under the brand Axo Scintex, headquarters in Le Mesnil near Paris; its main production unit in Saint Julien, in central France; and the third in Angoûleme near Bordeaux. In Spain they operated with Yorka, headquarters in LLinars del Vallés near Barcelona; at the same time Yorka had established a subsidiary in Mexico, in Queretaro.Seima had a sales office in Munich Germany, and had invested in a small industrial unit in Russia. I had a mission: to reorganize the Group in accordance with the rules and policies of Automotive Lighting Group.I consolidated a turnover of 400 M.€ and 2000 employees. It was a time of much hard work, travelling from one unit to the other.For two months I prepared a due diligence preparatory to the sale of the unit located in Angoûleme of Axo Scintex. Once I integrated Seima in Automotive Lighting Group the new proposal received was to go to headquarters Automotive Lighting in Sttugart Germany, bid rejected. Show less

• Industrial Controller Manager Corporate

  • Sep 1999 - Sep 2001

  AUTOMOTIVE LIGHTING ITALIA SpAIn Europe, a joint venture was recently born: two very powerful Groups, Bosch Group and Marelli Group, became the absolute leader of lighting for cars.My responsibility was to manage the perimeter Marelli of that division.The Marelli headquarters were in Venaria, near Turin, Italy where I lived. I also coordinated the operations of three industrial units: Cannock, Birmingham, UK; Sosnowiec, Poland; Contagem, Brazil.My responsibility and the size of my firm activities increased. I operated with 500 Million €Euros in turnover and 2000 employees.They were two intense years especially in relation to benchmarking Bosch techniques.My knowledge was applied:• Organizational level: Lean production• Strategic level: TC/TP• Level management: Outsourcing administrative services.The process of convergence between Marelli and Bosch was completed in a single entity: Automotive Lighting.Complement Marelli, Automotive Lighting positioning on the market, acquired a Group dedicated to the manufacture, marketing, and development of rear lamps. Thus it became global supplier of lighting. Show less

• Gerente Administracion, Finanzas y Control & Administration Country

  • Sep 1997 - Sep 1999

  MAGNETI MARELLI ARGENTINA, SAAfter two years I was asked to go to Argentina and that meant that the firm had absolute faith in me. I was named Administration Country Head.Fiat had returned to Argentina after some years, and Magneti Marelli was implanted with 7 divisions, small but significant ones.The effort was to recover the VAT on investment. I had direct contact with Tax Authorities including the Argentine Treasury Secretary.I applied the new strategy of the Group in the administrative area:• Outsourcing / InsourcingIt was a capital period in my career.It meant to manage the services of a professional group, the accounting Dpt.Unfortunately, Brazil devaluated its currency that year, 1999.Argentina -member of Mercosur market -automatically ceased to be competitive. We had to provide solutions to investment. We managed to sell to Labinal Group the largest plant, located in Carmen de Areco.It was a personal satisfaction to make people who had worked for Marelli to keep their jobs.My leaving Argentina was inevitable, then. Show less

• Manager Pianificazione e Controllo

  • Sep 1995 - Sep 1997

  MAGNETI MARELLI SpAFour years later my promotion came.I became responsible for financial management in Italy, In Corbetta town, near Milan.On a personal level it was a leap in my career, since the level reached was to be named Dirigenti or Professional Master.Dirigenti in Spain has not implications, but in Italy represents the top position, especially for the purpose of retirements.The change was enormous. It was to deal with a foreign language, a new life-style, new culture, integration. I settled in Milan with my family.I felt very important. I entered a company of 1000 people and an annual turnover of around 260 M. euros. In my team there were 25 people, twice as many as in my first job. It was a team of a well-differentiated process, the largest accounting team; the most dynamic control team; the most experienced costs and investments team; As well as the people of the IT Systems.We applied the changes in methodology:• Lean Production: new organizational model• TC/TP: total control on the offer phase These were new items that improved my knowledge.But the most significant accomplishment was achieving positive results on net income, achieved in the second year, thanks to a great commitment steering committee. Show less

• Financial Director

  • Dec 1991 - Sep 1995

  MAGNETI MARELLI IBÉRICA, SAI joined the firm in 1991 -when I was 33 years old. It was an important step in my career. I came from another multinational and another sector. I got the position of Director or Manager.In this first stage, the biggest difficulty was the responsibility of being in charge of a 12 people team. I joined the firm at when a difficult domestic industrial restructuring time, which meant, for example, the closure of an industrial unit in Lisbon.The achievements were innate to my role, but above all the policies and rules of the Group; the expected closing schedules.We updated management tools in IT Systems:Accounting Soft, from T&G to PG400Industrial Soft, from Mapics to Sigip Show less



Gestamp

• Spain
• Motor Vehicle Parts Manufacturing
• 700 & Above Employee

• CFO of Joint Venture

  • Jul 2007 - Jul 2010

  GESTAMP MARELLI AUTOCHASIS, SL - GMA In 2007 a new exciting project appears on my career horizon. Magneti Marelli and Gestamp Automoción reach an agreement for vehicle suspension. This resulted in the joint venture Gestamp Marelli Autochasis, SL, located in Pedrola, Zaragoza. Interesting experience since neither groups was a majority shareholder, 50% parity. So, I had direct links with the Board of Directors composed of both Groups. My position was again a challenging one, being the only representative of Marelli in this partnership. The operation was not complicated: • A single customer: GM / Opel Spain • A single product: axle front suspension Opel Corsa • A turnover of 70 M.€ and 70 people staff It was the experience of relationships, the political skills, having to mediate between them. Unfortunately, the replacement product wasn´t made by the JV, so we decided to sell its stake Marelli acquired by Gestamp Automoción. In July 2010 I stopped working for them. Show less



SLB

• United States
• Technology, Information and Internet
• 700 & Above Employee

• Chief of Budget & Costs

  • May 1986 - Dec 1991

  COMPAÑÍA DE CONTADORES, SA Controller's abilities COMPAÑÍA DE CONTADORES, SA Controller's abilities