SHARING PERSPECTIVES ON IT GOVERNANCE AND STRATEGY
REACH: 9 COUNTRIES · 3 CONTINENTS
BASE: CASTELLÓN / VALENCIA, SPAIN · HYBRID AND REMOTE ENVIRONMENTS
IT Leader · IT governance and transformation · M&A · Cybersecurity
I bring order to complexity. I drive progress.
Head of IT Spain — Hidrobox by TECE (TECE SE Group, Germany)
More than 10 years developing, implementing and leading technology projects in industrial and international environments. Today I lead the IT function of the Spanish subsidiary of a German industrial group, with responsibility for governance, transformation, cybersecurity, budget and corporate alignment. My previous experience in ERP projects and M&A operations gives me a perspective grounded in practical delivery.
I was born in Benicarló, home to the best artichokes in the world (at least, that is what those of us who have tried them say). My career has taken me to work on technology projects in nine countries, including Spain.
10+
Years in technology projects
9
International reach (countries)
7
M&A operations on the IT side
01
Professional profile
Governance · Delivery · Judgement
I lead the IT function at Hidrobox by TECE, the Spanish subsidiary of a German industrial group, during its post-acquisition integration. My responsibilities cover governance, infrastructure, the evolution of SAP Business One, preparing the subsidiary for its future migration to the corporate S/4HANA platform, Microsoft 365, cybersecurity, budget and coordination with the parent company and specialist partners.
I turn business needs and technology risks into priorities, roadmaps and investment decisions that management can evaluate. I combine strategic thinking with delivery, from assessment and decision-making through to implementation and operational adoption.
Before taking on this responsibility, I led three post-acquisition ERP implementations from start to finish and coordinated IT work across M&A operations and group-wide SAP projects as IT Project Manager and member of the corporate PMO, reporting to the CIO. That experience allows me to work effectively across management, business teams, users, technical teams and suppliers without losing sight of operational reality.
Specialisation
IT governance and transformation · Technology in M&A
Current responsibility
Leadership of the IT function · Alignment with the parent company
Compliance
NIS2 · GDPR · NIST CSF 2.0
Team structure
Internal team + specialist partners
Languages
Spanish, Catalan and Valencian · Native · English · Professional working proficiency
Working environments
On-site · Hybrid · Remote · International teams
02
Career
Each stage, and why it mattered
I left Benicarló to study Computer Engineering at the Universitat Politècnica de València and to find out how I would manage away from home. A change in the degree programme halfway through my studies made the journey longer, but it taught me early that plans change and you have to keep moving forward. From that stage I learnt to adapt, take responsibility and develop my own judgement, an approach that has stayed with me through industrial environments, international projects and M&A operations.
2010 — 2015Building the foundations
Web DeveloperEquipo GlobalComunica, Valencia
March–May 2014
Frontend development with HTML, CSS and JavaScript; backend development with PHP and MySQL; CMS customisation using WordPress and Drupal.
Bachelor’s Degree in Computer EngineeringUniversitat Politècnica de València (UPV), Valencia
2010–2015
I started a Technical Engineering degree in Computer Systems and, with the introduction of the Bologna Process, adapted to the new Bachelor’s Degree in Computer Engineering halfway through my studies.
Programming and optimisation of industrial robotics solutions under global manufacturer standards, including the development of .NET tools and process simulations to reduce implementation times and improve operational efficiency on the shop floor. Projects in Spain (Ford Almussafes, SEAT Martorell), Romania (Ford Craiova, where I lived for nine months) and Mexico (Volkswagen, where I lived for six months).
Materials AnalystFord Motor Company, Almussafes
September–December 2015
Optimisation of logistics and the automated storage system, coordination with suppliers and training for operators.
Electrical EngineerFord Motor Company, Almussafes
March–August 2015
Analysis of electronic repair data in the eCATS environment to identify failure patterns and support operational decision-making; development of .NET maintenance tools, working with different areas to turn findings into practical improvements.
2018 — 2025Food and agriculture sector
IT Project ManagerCitri&Co, Almassora
December 2020–September 2025
As IT Project Manager and member of the corporate PMO, reporting to the group CIO, I coordinated IT work across M&A operations and group-wide SAP projects. I led the ERP implementations for Sunpack in Marrakech, Morocco, Frutas Esther in Abarán and Cartaya, and ArcoFruits in El Raal from start to finish and on site, covering AS-IS analysis, functional requirements, testing, go-live and key-user training in English. At SAFRESCO, I was one of three IT Project Managers in the team responsible for the multisite carve-out across Peru, Argentina, Uruguay and South Africa. Agrícola Famosa in Brazil was an integration project on SAP S/4HANA. In both cases, I worked across business teams, suppliers and the technical team. I also defined the corporate Security Master Plan, aligned with NIS2, GDPR and NIST CSF 2.0.
ERP DeveloperCitri&Co, Almassora
January 2018–December 2020
I developed and evolved the in-house corporate ERP based on PowerBuilder and SQL Server for Martinavarro, and developed the requirements needed to adapt it to the processes of RioTinto and Perales&Ferrer. I built automations and integrations to reduce manual work and led two group-wide projects from start to finish: the digitalisation of dispatch signatures and the standardisation of GS1 labelling, from functional analysis and supplier selection through to ERP integration.
Master’s Degree in IT ManagementUniversidad Internacional de La Rioja (UNIR), online · With additional training in cybersecurity auditing
2022–2024
This formalised my move towards IT leadership, covering strategic planning, risk analysis and alignment between technology and business objectives.
Master’s Degree in Innovation and Digital TransformationUniversitat Oberta de Catalunya (UOC), online
2020–2022
My first step from technical delivery towards strategy, understanding technology as an enabler of organisational change, not simply as a tool.
2025 — PresentHidrobox by TECE
Head of IT SpainHidrobox by TECE, Castellón · TECE SE Group, Germany
September 2025–Present
I lead the IT function of the Spanish subsidiary following its acquisition by TECE, covering governance, infrastructure, the evolution of SAP Business One, preparation for the subsidiary’s future migration to the corporate S/4HANA platform, Microsoft 365, cybersecurity and budget management. I act as the link between local operational reality and the group’s technology strategy, raising the maturity of the IT function and strengthening its alignment with corporate standards.
Professional timeline — select a stage to explore it
——
03
International footprint
Technology projects across 9 countries, including Spain
04
Results
Measurable impact, not promises
✓
Budget to transform the IT function approved by the corporate board (TECE SE)
In my first month, I completed the technology assessment and turned it into priorities, a roadmap and a budget. Within the first quarter, I presented the plan to the corporate board and secured approval for an investment significantly higher than in previous years.
3
ERP implementations led from start to finish and on site (Citri&Co)
Sunpack, Frutas Esther and ArcoFruits: AS-IS analysis, functional analysis, fit-gap, adjustments, testing, training and go-live together with users. These were the three M&A operations I led from start to finish; in the other four, my involvement focused on specific phases.
7
Countries within my direct scope as IT Project Manager (Citri&Co)
I coordinated ERP implementations, the IT workstream of a multisite carve-out and other systems projects with direct scope across seven countries on three continents, connecting business teams, internal teams and suppliers.
18
IT professionals coordinated by project (Citri&Co)
As IT Project Manager and member of the corporate PMO, reporting to the CIO, I coordinated teams of up to 18 professionals and brought in the profiles required at each stage to protect scope, time and cost.
€10,000+
Savings per campaign from an end-to-end project (Citri&Co)
I analysed how labels were generated across the group and deployed a common solution based on GS1 standards, integrated with the ERP and designed to maintain operations in the event of printer failures.
75,000+
Documents managed digitally per campaign (Citri&Co)
I led the digitalisation of dispatch signatures, covering functional analysis, supplier selection and ERP integration to sign and archive documentation without paper.
05
How I think
Principles, not biography
No project moves forward without the people who support it
A well-designed system that nobody has validated on the ground can fail just as easily as a poorly designed one. Before implementing anything, I listen to the people who will use it every day, not as a courtesy, but because that is where many of the decisions that determine adoption become clear.
Governance before technology
When I presented to the TECE SE corporate board, I did not sell innovation. I presented the assessment, priorities, impact and budget. IT gains credibility when management understands what needs to be decided, why, and what return to expect. Technology supports that decision; it does not replace it.
Leadership also means bringing in the right expertise
Leadership is not about having every answer. It is about recognising what knowledge is missing and bringing it in at the right time. Whether the expertise sits within the internal team, the parent company or a specialist partner, finding the right person often makes the difference between an issue that remains blocked and a sound decision.
Building in imperfect conditions
Legacy systems, different processes, limited resources and deadlines set before the project even begins. Few transformations start in ideal conditions. My role is to prioritise, build the essential structure and keep moving forward without using imperfection as an excuse.
I build autonomous teams, not dependent ones
I delegate objectives and context, not only tasks. I stay close enough to remove blockers and help people develop their own judgement, without falling into micromanagement. The best outcome is when someone can make a decision and move forward without always waiting for my answer.
Translating technical complexity into business decisions
A management team does not need to understand SAP. It needs to understand what a decision enables or blocks, how much it costs and what risk it reduces. Business cases, RFPs and steering committees taught me how to turn technical complexity into clear alternatives for the business.
Distance is managed, not endured
Coordinating projects across countries and time zones taught me that clarity, rhythm and trust matter more than control. My role was to help business teams, internal teams and suppliers move forward together. Getting to know other cultures was also one of the parts I enjoyed most.
The foundations are common, the judgement lies in what is local
As IT Project Manager and member of the corporate PMO, I represented my department on the IT best-practice committee for the group’s portfolio companies. There I confirmed that many organisations share the same core processes. The judgement lies in deciding what should be standardised and what genuinely needs to remain local.
06
Technology in M&A operations
SeparateIntegrateStabiliseAlign
My M&A experience combines different but complementary responsibilities. I have led three post-acquisition ERP implementations from start to finish. I was also one of three IT Project Managers in the PMO team responsible for a multisite carve-out, and today I lead the IT function of a subsidiary undergoing post-acquisition integration with its acquiring group.
Separate before integrating: carve-out and TSA
Approach
At SAFRESCO, as one of three IT Project Managers in the PMO, we reviewed the TSA, the systems strategy and its financial impact. A carve-out is not an integration: first we had to separate and stabilise; only then could we decide how the businesses would be incorporated into the group’s processes.
Legacy systems without documentation
Approach
The real starting point rarely matches the available documentation. I start with processes, users and data, then build the AS-IS view and the fit-gap analysis. Before deciding what to replace, I need to understand what the system does and why.
Data quality before any project
Approach
Reporting, automation and forecasting fail when they are built on data without structure, quality or clear ownership. I learnt this as an ERP developer: data governance is not an additional project, but the foundation for everything else.
Deadlines set before joining the project
Approach
When the deadline is already fixed, I separate what is essential from what is desirable, make the risks visible and agree on verifiable milestones. Good judgement is not about complaining about the deadline, but about protecting the outcome without hiding its limitations.
Standardising across subsidiaries in different countries
Approach
Order-to-cash, procure-to-pay and financial close share a common foundation, but each country retains its own legal and operational requirements. Effective standardisation means distinguishing a legitimate exception from a habit that no longer adds value.
Key-user resistance to change
Approach
Key users are not the final step of an implementation. I involve them from the AS-IS and validation stages to identify exceptions, refine the design and build adoption before go-live.
Coordinating remote teams across time zones
Approach
With internal teams, suppliers and users across continents, not everything can be solved in a meeting. Clear ownership, documented decisions and a shared rhythm make it possible to keep moving forward even when there are only a few overlapping working hours.
Securing investment after an acquisition
Approach
An assessment only creates value if it leads to decisions. At Hidrobox, I turned the initial assessment into priorities, a roadmap and a budget, and presented the investment required to raise the maturity of the IT function to the corporate board.
Choosing suppliers and technology with sound judgement
Approach
When there is no established selection process, I start with technical and functional requirements, compare alternatives based on return and risk, and remain accountable through implementation, not only until the contract is signed.
07
Key capabilities
IT strategy and governance
IT strategic planning, business-led prioritisation, budget management and operational efficiency KPIs.
Technology in M&A operations
Carve-outs and TSAs, post-acquisition technology integration and ERP integrations within group-wide projects.
ERP and systems
SAP Business One, preparing the subsidiary for its future migration to the corporate S/4HANA platform, in-house development and the evolution of legacy systems.
Cybersecurity and compliance
Security governance aligned with NIS2, GDPR and NIST Cybersecurity Framework 2.0.
International leadership
Distributed teams, executive-level interaction with the parent company, close engagement with users and coordination across time zones.
Supplier management
RFPs, partner selection and follow-through to implementation, within a hybrid model combining an internal team and external specialists.
08
Education
2022–24
Master’s Degree in IT Management
With additional training in cybersecurity auditing · Universidad Internacional de La Rioja (UNIR)
Completed
2020–22
Master’s Degree in Innovation and Digital Transformation
