Built and stabilized operational and management systems across a multi-country organization (Spain, Portugal, and Colombia), ensuring consistency while adapting to local regulatory and operational contexts. Acted as a central operations and governance support for international sites, coordinating processes, standards, and performance metrics across geographically distributed teams. Designed and implemented standardized operating procedures (SOPs), process frameworks, and reporting structures to enable reliable execution across multiple plants and countries. Supported leadership teams in Portugal and Colombia with operational structuring, compliance alignment, and continuous improvement initiatives, working remotely and across time zones. Led cross-functional initiatives involving quality, risk management, compliance, and operational efficiency, translating strategic objectives into executable, on-the-ground actions. Defined and monitored operational KPIs and dashboards to support decision-making, identify bottlenecks, and drive performance improvements at group level. Enabled local teams through training, documentation, and hands-on support to ensure adoption and sustainability of operational systems over time.

Operated within a Tier 1 automotive environment, acting as primary operational interface with OEM customers including Stellantis, under high quality, delivery, and performance pressure. Led and coordinated APQP and PPAP processes, aligning cross-functional teams and managing operational risks through structured FMEA approaches. Stabilized operational execution across production and support functions through standardized processes, performance metrics, and disciplined follow-up. Contributed to sustained top-tier operational performance, including four consecutive Best Plant PSA recognitions, through process reliability, execution discipline, and continuous improvement initiatives. Prepared and supported customer and third-party audits, translating external requirements into practical, on-the-ground operational improvements adopted by teams.

Played a key role during the acquisition of Impress by Ardagh Group, supporting the transition from a locally driven organization to a global, corporate operating model with increased governance and performance expectations. Led and supported cultural and operational transformation initiatives, introducing Operational Excellence (OpEx) principles and Lean Six Sigma practices to standardize execution, improve reliability, and shift the organization toward data-driven decision-making. Acted as a change agent in aligning legacy Impress practices with Ardagh’s global standards, balancing corporate requirements with local operational realities to ensure adoption rather than resistance. Implemented BRC IoP standards following direct customer requirements, taking full ownership of the design, deployment, and operational adoption of the standard at plant level. Translated customer-driven compliance and corporate governance demands into practical, executable operational processes, ensuring traceability, supplier control, and day-to-day execution without disrupting production. Served as the main operational interface between customers, auditors, corporate functions, and local teams, managing audits, corrective actions, and follow-up plans to ensure sustained compliance and performance. Designed and harmonized procedures, controls, and reporting structures to support consistent execution under increased regulatory, customer, and corporate pressure. Enabled teams through training, coaching, and hands-on support, fostering cultural adoption of OpEx principles beyond audit-driven compliance. Led the end-to-end operational management of a full plant relocation project, transferring industrial operations from Vilagarcía de Arousa to Meis while ensuring business continuity and regulatory compliance throughout the transition. Coordinated regulatory permits, environmental and safety requirements, and administrative approvals required for the shutdown of the original site and the start-up of the new facility. Planned and executed the transfer of production lines, equipment, and supporting infrastructure, minimizing downtime and operational disruption during the relocation phase. Managed the restructuring of operational workflows, layouts, and support processes to adapt production to the new facility and improve efficiency post-relocation.

Built and stabilized operational and quality systems in an international manufacturing environment, taking full ownership of ISO 9001 and ISO 14001 implementation at plant level. Applied Lean Six Sigma and data-driven improvement approaches with a strong focus on reducing warranty costs, addressing root causes of defects, stabilizing processes, and improving product reliability. Delivered significant reductions in warranty-related costs through structured analysis, improved process controls, and targeted corrective actions across production and supplier interfaces. Led the operational transfer of the Bayliner brand to the plant, coordinating process adaptation, quality requirements, supplier readiness, and production ramp-up to ensure a smooth transition without customer disruption. Managed product certification requirements, including SOLAS and NMMA, ensuring compliance with applicable safety and regulatory standards while maintaining operational efficiency. Designed and implemented supplier qualification and evaluation processes, establishing clear criteria for quality, service, and environmental compliance across the supply base. Deployed performance monitoring systems (PPM, OTIF) and led improvement plans with key suppliers, achieving measurable improvements in delivery reliability and defect reduction. Coordinated cross-functional teams (operations, quality, engineering, suppliers) to resolve operational issues impacting customer satisfaction, regulatory compliance, and business performance. Acted as operational interface with internal stakeholders and external partners, ensuring consistent execution in a demanding international and compliance-driven context.

Taught project management and engineering projects at university level, focusing on practical application of planning, risk management, stakeholder coordination, and execution frameworks. Designed and delivered hands-on coursework bridging theoretical models with real-world operational and project challenges. Strengthened ability to structure complex problems, communicate clearly with diverse audiences, and enable teams to apply project management principles effectively.

Senior Occupational Health & Safety Technician (Safety, Industrial Hygiene & Ergonomics)

CIP - Universidad Les Heures

2002

Credential ID: -