Carmen Torange Ordóñez

• Business development executive. My main goal is to extend my company's global reach through expert cultivation of new, untapped business opportunities and relationships.
• I take the lead, use initiative, and help build brands that want to make the best decisions, anticipate crises, and demonstrate with data the effect of their strategy to achieve their goals.
• Definition of annual sales plan. I manage the strategy of the sales pipeline and the development of new business… Mostrar más

• Business development executive. My main goal is to extend my company's global reach through expert cultivation of new, untapped business opportunities and relationships.
• I take the lead, use initiative, and help build brands that want to make the best decisions, anticipate crises, and demonstrate with data the effect of their strategy to achieve their goals.
• Definition of annual sales plan. I manage the strategy of the sales pipeline and the development of new business opportunities. I develop selling strategies in cooperation with sales and marketing team and define annual pre-sales objectives.
• I promote cross-selling within the company and strategic alliances.
• I drive strategic meetings such as Business Development Committee, including reporting and presentation preparation (Board, Executive, Internal and External communications).
• I develop and implement overarching outbound sales and business development strategy, sales processes, and marketing collaboration (events, workshops, webinars, etc.), structure, and best practices across the company from a production vision.
• I support deal structure and pricing with business-value analysis and negotiate prices for proactive bids and proposals.
• I maintain and share professional knowledge through education, networking, events, and presentations. I align presales product skills to company strategy and sales team needs.
• I serve as an accelerator for the creation of new business models within a start-up and agile ecosystem.
• I create the space for talent and entrepreneurship, with a focus on training and the development of expertise and entrepreneurship in technology. Mostrar menos

• I was responsible for the Operations Office of a 700 people department.
• I managed the organisation, coordination, and reporting of COO priorities, ensuring appropriate levels of stakeholder engagement.
• I leaded the presales team and ensure the alignment with the commercial department. I managed, influenced, analysed, and prioritised the sales opportunities and business approach.
• I drove strategic meetings such as the Steering Committee; Business Development Committee;… Mostrar más

• I was responsible for the Operations Office of a 700 people department.
• I managed the organisation, coordination, and reporting of COO priorities, ensuring appropriate levels of stakeholder engagement.
• I leaded the presales team and ensure the alignment with the commercial department. I managed, influenced, analysed, and prioritised the sales opportunities and business approach.
• I drove strategic meetings such as the Steering Committee; Business Development Committee; Operations, Integration, and Internal Processes Committee; including reporting and presentation preparation (Board, Executive, Internal and External communications).
• I had a sound understanding of the business and key operations disciplines to promote unrelenting focus on execution and continuous improvement.
• I was also responsible for communicating strategy and making sure it was shared and disseminated. I overwas the execution following strategy and controlling the key goals indicators compliance.
• I was accountable for developing and coordinating COO Leadership team engagement and strategy days.
• I leaded on critical projects and initiatives.
• I was an intrapreneur and boost entrepreneurial environment. Mostrar menos

As Service Head, I was the ultimately responsible for ANAV services: Cybersecurity service, Microcomputing technical managed service and Communications design engineering service. I was the last responsible for services excellence and strategic goals setting.

I was responsible for the Bid Office and Controlling of a 200 people department.

I was responsible for the Presales and Project Management team of a 100 people department.

I was responsible for managing and coordinating project portfolio for multiple clients, purchases and suppliers' management, business development, proposals defence and preparation, technical team workload management, Project Management Office creation (best practices definition, tools, and procedures implementation...).

I was responsible for detecting new business opportunities and encourage technical modernization. I managed an extensive international projects' program.

My work covered integral project management following PMI and agile frameworks including budget, purchases, and suppliers' management. I was the main point of contact for customers and technical team.

My work consisted in the integral project management of critical IT projects.

My work consisted in the management and supervision of Renault network service. I coordinated technical teams and the follow up and reporting with customers.