Context: Governance of a large-scale IT services portfolio for Santander — 10 managed services, 132,000 hours/year, 75 professionals, P&L of €6.5M/year. Multi-vendor environment under high contractual and financial control requirements.

Actions

• Directed 10 managed services and professional services as single point of accountability (SPOC)
• Managed full P&L: invoicing, collections, margin control, and service-to-billing reconciliation
• Negotiated rate adjustments and reduced deviation between planned, executed, and billed hours
• Coordinated external suppliers and internal teams, aligning capacity, cost, and quality

Results

• +5.8% improvement in account profitability through rate optimization and deviation control
• 8–10% reduction in planning-to-billing variance across services
• ~95% compliance with operational and reporting commitments
• Full SPOC delivery with direct governance interface to Santander management and Ayesa Director.

Context: Maintenance and evolution of TRON/Newtron core insurance platform — 24,000 hours/year. Service carried financial deviations and SLA compliance issues at handover.

Actions

• Directed full service governance: capacity, SLA tracking, change and incident management, taskforce activation for critical issues
• Restructured processes and rationalized team capacities to recover financial performance
• Implemented executive reporting on delivery progress, consumption, risks, and milestones

Results

• SLA compliance sustained at ~98%, eliminating all contractual penalties
• +8% margin recovery (~€81,000) through capacity optimization and financial-operational control
• Change Failure Rate (CFR) reduced 65% — from 8.6 to 3 rejections/month (~3.14% sustained)
• Productivity improved 20–23% through process rationalization
• Service scope extended by 6 months following stabilization

Context: ITSM of the corporate Big Data platform (Cloudera/Hadoop, Spark, Kafka/NiFi) — 18,500 hours/year. Critical for advanced analytics and regulatory reporting. Pipelines under SLA performance targets.

Actions

• Directed ITSM of core platform ensuring pipeline continuity and availability
• Coordinated technical teams and vendors; prioritized incidents; managed data, performance, and dependency risks
• Defined and tracked operational KPIs with executive reporting; led DRP plans aligned with security and compliance policies

Results

• OPEX reduced 10% through process automation and capacity optimization
• Operational performance improved +14% through load planning and dependency management
• Critical performance incidents reduced 80% — from ~5/month to <1 — through proactive monitoring
• Availability sustained >98–99% SLA with zero business-impact service transitions (DRP)

Context: PMO design and implementation from scratch for the Wholesale Banking (BMG) Systems unit at ISBAN — 5 laboratories, 190,000 hours/year, integrating internal teams, software factories, and closed projects.

Actions

• Designed and implemented PMO operational and governance processes, establishing supervision standards across the unit
• Managed and supervised budget (~€938K in 2010, ~€320K in 2011)
• Optimized headcount and workload balancing between internal teams and factories to absorb 190,000 hours/year
• Directed work planning, milestones, and technical certification; managed cross-functional risks with executive reporting

Results

• PMO institutionalized from zero — unified governance model for 5 laboratories
• 190,000 hours/year sustained with full delivery continuity
• ~95% milestone compliance and budget variance controlled (~10%) in a multi-lab, multi-provider environment
• Standardized technical certification of core banking components

Context: Program governance and portfolio management for BBVA's new Corporate Informational Platform — 10 critical projects, 215,000 hours, strategic launch phase. 7 project managers under dual-supervision model.

Actions

• Strategically planned all 10 projects, managing dependencies and critical path
• Defined technical and functional architecture; developed full budget plan for 215,000 hours
• Established program office with Steering Committees and executive reporting to Executive Management
• Created a single deliverable repository for audit traceability; monitored risks with strategic re-planning

Results

• 215,000-hour portfolio governed with full management visibility from day one
• ~90% milestone compliance in year one, with budget deviations within control (<10%)
• PMO framework consolidated: dependencies, risks, capacity, and financial governance integrated
• Corporate deliverable repository implemented — reinforced audit traceability across 10 projects

Context: End-to-end technical delivery governance of the DWH Credit Risk (Golden Source) laboratory at ISBAN — 82,000 hours/year, hybrid model of 6 factories (4 development eLabs + 2 external factories) plus internal team.

Actions

• Directed full delivery lifecycle (82,000 hours/year): technical and functional roadmap, multi-factory governance, internal team leadership
• Governed outsourcing and extended factories (6 providers); managed N3 quality and support; controlled scope changes in critical components
• Ensured SLA compliance with suppliers; managed budget with forecasting and deviation control

Results

• ~92% Plan compliance across 82,000 hours/year in a 6-factory ecosystem
• Quality governance model implemented — N3 controls reduced defects detected in advanced delivery phases
• Operational continuity and Golden Source multi-country integrity maintained through SLA governance and financial oversight

Context: Technical direction of DWR-RC component deployment for Riesgos España — core DWH Credit Risk components (8,000 hours) + local feeder delivery (3,000 hours), ~11,000 total program hours. Multi-technology integration in a critical banking environment.

Actions

• Directed deployment of core DWH-RC components and local feeder delivery
• Led systems integration and critical data migration ensuring integrity and traceability
• Implemented QA controls and testing standards; managed incidents with change control and risk mitigation

Results

• Controlled production transition — full operational continuity and data integrity preserved for regulatory reporting
• ~20% reduction in data incorporation time to the credit risk core by eliminating rework iterations
• QA/UAT strategy implemented for a critical banking environment, with full traceability across deployment phases

Context: Direction of IAS 39 regulatory compliance project for Liberbank Risk Systems (SEIR) — 5,480 hours across 3 technology streams: Mainframe Host, Java front-end, and SOA/WebServices integration.

Actions

• Directed full regulatory delivery (5,480 hours) ensuring compliance within regulatory deadlines
• Coordinated 3 multidisciplinary, multi-stream teams (Host, Online, SOA WS) ensuring technical alignment
• Redesigned Java financial terminal front-end; designed SOA/WebServices integration architecture between legacy (CICS/DB2) and Java layers
• Defined and executed testing strategies, UAT, and controlled deployments; managed costs and workloads

Results

• IAS 39 compliance delivered with full data integrity and traceability across Host, SOA, and front-end environments
• Defect detection in pre-production raised above 85%, significantly reducing defect leakage to production
• WebServices/SOA architecture implemented — improved interoperability and reduced coupling between platforms
• All 5,480 hours executed and controlled across 3 streams in a high-complexity banking environment