SUSANA MORENO PRIETO.

Bringing ten operations with different financial models together under one business model.

I led the implementation of a shared financial and operational management model, providing visibility of performance, aligning decisions on capacity, costs and technology, and driving growth through contract renegotiation and the expansion of services.

Recovering capacity without increasing the size of the operation at the same rate.

Across several operations in the portfolio, pressure on capacity was affecting costs, productivity and our ability to meet service commitments.

I treated capacity as a business priority. I analysed availability, shifts, workload, absence, operational knowledge and repetitive tasks to identify the right action for each operation.

In one operation, I worked with managers to redesign shifts, capacity planning and team practices. In another, I introduced conversational AI to automate frequent enquiries and reduce handling time.

Turning customer behaviour into business decisions.

I led customer and transformation initiatives using data on purchasing, frequency, value and churn risk. The challenge was to turn large volumes of information into decisions that commercial and operational teams could act on.

I implemented predictive models, RFM segmentation and personalised campaigns, coordinating Analytics, Technology and Operations. I also developed self-service reporting to enable faster business decisions.

Building a technology-enabled model that worked in practice.

At a healthcare start-up, I connected business, operations and technology to build the operating model for a platform linking Spanish hospitals with medical professionals from outside the EU.

I designed the operating and governance model end to end: demand, validation, documentation, matching, follow-up and recruitment. When we found that digitalisation alone did not guarantee adoption, I redefined the model to combine automation with human support at the points where trust influenced the decision.