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More than 4 years experience in the organization, strategic and management department in different sectors. Developed projects related to designing new organizational structures and new services. I have also developed several projects related to the design and implementation of new ways of relationships with customers and re-thinking business models, optimization of activities, strategic and taking decision processes.
August 2005, the first Hummus Bros opened on Wardour Street, Soho. It was received to critical acclaim and we soon opened another 5 branches all around the city. We are a healthy fast food restaurant with fresh ingredients, unique selection of salads mostly based on our great hummus. Our food is nothing new - it's been done before a million times, but we simplify it to the bare minimum to extract clear, fresh flavours. My role during more than one year, it was to improve to experience of the shops focusing in the training of our staff. For that I analyse the situation that has each of the shops and after understanding the needs, I created an Staff Hand book in order to improve the skills in each of the position inside the restaurants and pop-ups. Also, I was Shift Manager in which my role was to perform a variety of tasks, which may include planning for each shift, monitoring performance during the shift, taking action to ensure the team is meeting Hummus Bros’s standards, monitoring safety, security, and profitability, and communicating with the next Shift Manager to help prepare him/her to run a great shift, too. I was also occasionally responsible for meeting targets during their shifts and for helping their assigned Departments meet their goals. As a Shift Manager, I was responsible for: • Food Safety • Internal Communication • Inventory Management • Daily Maintenance and Cleanliness • Managing Crew • Quality Food Production • Exceptional Customer Service • Safety and Security • Scheduling • Training
I identified that the company Mendiboard, that makes Splitboards, had a big potential, but that they might need some help developing their business model, creating a community and improving the brand. In order to obtain this, I developed a six months process where, apart from working in topics such as strategy, Marketing, Online presence and innovation, we wanted to increase the Splitboards sales from selling 40 boards in a season to sell 100 boards in the next season expanding the brand to the Alps and South America while we become referents in the Splitboarders community.
BBK INNOVA is an innovation event supported by BBK Social a socially-conscious financial institution. BBK INNOVA in its first edition brings together the youth of Bizkaia for them to develop their ideas on innovative products or services that can be carried out by BBK. The company presents a set of challenges regarding their current services and their future activities, giving the young assistants the opportunity to work on solutions. The assistants, young people with all different kind of educational backgrounds will be split into multidisciplinary teams and with the help of an assistant who will aid the teams with innovative tools in order for them to carry out a service design process. The format of this event allows closeness between the students and the companies. In this project, my role was the creation design and event organization, as well as the current day developments as follow up.
Ailu is a Kindergarten chain in China that has more than 36 establishments with 2000 employees and more dan 17000 kids divided in different kindergartens. In AILU, we analyzed their value curve to compare with the competences value curve and the satisfaction of their clients in order to design together with the directors of each of the kindergartens the next aspects that allowed them to offer a better service than the competence: -Better ways to communicate among parents and teachers. -A curriculum more oriented to a international kindergarten. -Better service in order to help parents to choose the schools for the future In this innovation process took part 20 directors and the manager of the group. It should be pointed out the importance to involve all the agents, as this company was involved in a structural change, pivoting their model from a pyramidal structure, to a more horizontal structure based on creating a knowledge creator company where each of the directors was getting more autonomy.
The Visual Thinkers or TVT, was born during our stay in China with the goal of providing effective communication between people, making it more comprehensive and participatory using the Visual Thinking methodology. The visual thinking is a methodology that increases creativity and generates ideas through images, symbols, and words. Improves communication within a company and encourages participation. It provides clarity and helps understand easier what is said, thus facilitating the understanding of abstract learning processes and accelerating significantly. Throughout its duration, The Visual Thinkers offered visual training and consulting, providing tools and facilitating processes that help businesses and entrepreneurs to improve their results. We worked with several Chinese companies and impart several courses for different profiles’ entrepreneurs. TVT team, which was made up of very different profiles, was able to succeed in spite of the high compromise and dedication the project demanded. The Visual Thinkers offered me the opportunity to challenge myself and develop my skills as a graphic facilitator. My role was to catch potential customer and identify their specific needs, in order to provide personalized solutions. We invoice more than 10,000€ in one month and we offer our service to large companies as Daimler, improving the communication of more than 300 people in Shanghai and Beijing. These were intense months but ended up wanting us to extend our visa and stay longer in Asian lands.
As a management consultant, I help the organisations to solve issues, create value, maximise growth and improve business performance. I used my business skills to provide objective advice and expertise and help the organisation to develop certain specialist skills that they were lacking. I, first of all, understood the strategy, structure, management and operations of the company. My role was to identify options for the organisation and suggest recommendations for change, as well as advising on additional resources to implement solutions. As a management consultant, I needed to: • carry out research and data collection to understand the organisation; • conduct analysis; • interview the client's employees, management team and other stakeholders; • run focus groups and facilitate workshops; • prepare business proposals and presentations; • identify issues and form hypotheses and solutions; • present findings and recommendations to clients; • implement recommendations/solutions and ensure the client receives the necessary assistance to carry it all out; • manage projects and programmes; • lead and manage those within the team, including analysts; • liaise with the client to keep them informed of progress and to make relevant decisions.
This course, attractively combining group and individual classes, ensures you develop your practical Business English skills as well as meet your individual needs in the one-to-one lessons. You will develop your Business English speaking confidence, as well as focusing on elements of your English connected to your profession or in need of special attention.