Directory
LÓPEZ GARCÍA, María
CV
Teacher profile
Basic Areas, DEPARTMENT OF BASIC SCIENCIES. Universitat Internacional de Catalunya
Education
ESADE, Programme for Leadership Development · PLD®
Universitat Oberta de Catalunya, Psychology Degree
Copenhagen Business School, International Business (Erasmus)
Universitat Pompeu Fabra, Economics Degree
Universitat Oberta de Catalunya, Psychology Degree
Copenhagen Business School, International Business (Erasmus)
Universitat Pompeu Fabra, Economics Degree
Professional experience
M&A and Integration Project Manager, Cellnex Telecom
Leading the Nordics Integration (Denmark, Sweden and Finland) and Poland Integration
• Coordinate and ensure 10-months integration: PMO at a corporate and local level (Commercial, Operations and SS)
• Analyze and create the Shared Services function for the Nordics: FTEs required, operational tasks, automation, etc.
• Upskill the acquired teams to new ways of working by sharing experiences and generating new habits
• Implement cultural awareness and Change Management Programs to ensure the people alignment to Cellnex
• Design and implement mitigation plans, quality audit processes, resource and budget management
Organization and Workforce Transformation Manager, Deloitte
High performance accomplish yearly with 5-year promotion from analyst to manager | Top talent Program
• Design and implement HR Strategic Plans, policies and processes:
• Manage HR Labs with Steering Committees to link the HR strategy with the business needs and strategy
• Identify key stakeholders, design of the roadmap with detailed initiatives, definition and KPI follow-up
• Define, develop and implement HR operative and governance model (COE, HRBP, Local Support, Specialists)
• Design key HR policies and processes from the employee-lifecycle centered around how to optimize the intersection
of people and business performance: Recruitment, Leadership, Performance Management, Global Mobility, Upskilling
Programs, Career Path, Key Talent and Talent Map, Development, Succession Plan, Compensation & Benefits
• Cultural-Analysis to ensure mission, vision and values alignment and design of action plans to reduce the gap
• Re-design of organizational structures (HR and non-HR):
• Carry out a gap analysis between the current structures and the “to be structure”: Identification of synergies, premises
and assumptions, weaknesses, opportunities, governance model, scenario definition and proposed timeline
• Propose the organizational sizing: FTEs identified, roles and responsibilities, RACIs definition, Operative Models, etc.
• Define and carry out Change Management Programs:
• Create a Change Management Plan according to the identified needs of the organizations and according to the
organization context: Stakeholder analysis, communication actions, leadership initiatives and learning activities
• Launch PMO at a corporate level to implement global strategies on the specific business and countries, including
Change Management and Communication initiatives: Prioritization plan and adjusted to budget
HR Strategy, Talent Management, Competences and Leadership Professor, BEBS and IL3
• Evolve the student's learning model, increasing group activities and resolution of business cases and design and taught
the contents for 20-25 students from the MBA in International Talent Management and Leadership
Financial Analyst (Internship), Privalia
• Recover 60% of the balance pending (supplier credits), updating data in CRM and in daily contact with suppliers
Leading the Nordics Integration (Denmark, Sweden and Finland) and Poland Integration
• Coordinate and ensure 10-months integration: PMO at a corporate and local level (Commercial, Operations and SS)
• Analyze and create the Shared Services function for the Nordics: FTEs required, operational tasks, automation, etc.
• Upskill the acquired teams to new ways of working by sharing experiences and generating new habits
• Implement cultural awareness and Change Management Programs to ensure the people alignment to Cellnex
• Design and implement mitigation plans, quality audit processes, resource and budget management
Organization and Workforce Transformation Manager, Deloitte
High performance accomplish yearly with 5-year promotion from analyst to manager | Top talent Program
• Design and implement HR Strategic Plans, policies and processes:
• Manage HR Labs with Steering Committees to link the HR strategy with the business needs and strategy
• Identify key stakeholders, design of the roadmap with detailed initiatives, definition and KPI follow-up
• Define, develop and implement HR operative and governance model (COE, HRBP, Local Support, Specialists)
• Design key HR policies and processes from the employee-lifecycle centered around how to optimize the intersection
of people and business performance: Recruitment, Leadership, Performance Management, Global Mobility, Upskilling
Programs, Career Path, Key Talent and Talent Map, Development, Succession Plan, Compensation & Benefits
• Cultural-Analysis to ensure mission, vision and values alignment and design of action plans to reduce the gap
• Re-design of organizational structures (HR and non-HR):
• Carry out a gap analysis between the current structures and the “to be structure”: Identification of synergies, premises
and assumptions, weaknesses, opportunities, governance model, scenario definition and proposed timeline
• Propose the organizational sizing: FTEs identified, roles and responsibilities, RACIs definition, Operative Models, etc.
• Define and carry out Change Management Programs:
• Create a Change Management Plan according to the identified needs of the organizations and according to the
organization context: Stakeholder analysis, communication actions, leadership initiatives and learning activities
• Launch PMO at a corporate level to implement global strategies on the specific business and countries, including
Change Management and Communication initiatives: Prioritization plan and adjusted to budget
HR Strategy, Talent Management, Competences and Leadership Professor, BEBS and IL3
• Evolve the student's learning model, increasing group activities and resolution of business cases and design and taught
the contents for 20-25 students from the MBA in International Talent Management and Leadership
Financial Analyst (Internship), Privalia
• Recover 60% of the balance pending (supplier credits), updating data in CRM and in daily contact with suppliers