Carlos is an executive manager with experience in various international contexts in which has had the opportunity to develop dynamic and flexible interaction skills as well as an outgoing and extroverted personality. Carlos is an outcomes-orientated professional who undertakes complex projects and delivers high-quality performance, always focusing on value creation. He is passionate about exponential technologies, start-ups, innovation, and literature. Moreover, Carlos has been able to use his creative skills in ways that have stimulated teamwork and contact with people in the teams he has been involved in. Master's degree in Aerospace Engineering; Master in European and International Business Management at Deusto Business School (Spain), Audencia (France) and Bradford School of Management (UK), and Executive programme in Project Finance at IE Business School.
Facilitate design and structuring of risk and collections department. Supervise high-performance teams regarding portfolio valuation and credit risk modelling. Oversee regulatory expected credit loss calculations and cost of risk management. Define credit and collection policies while ensuring general compliance. Design credit processes and implement recovery strategies. Hire, outsource, and direct key credit and recovery suppliers.Collaborate with product owners during product definition and scheme operations while utilising agile methodology.Led credit risk management functions within device financing project.Established local team and area infrastructure from scratch.Contributed significantly towards bank decision-making team and development of global long-term strategy.
Definition and implementation of a corporate datamart for risk management.
Participation in digital cells as Business Leader representing the corporate risk area and following agile work methodologies.
Creation, management and leadership of the corporate area of Management Information Systems, Data Quality and Forecasting, which will dictate the guidelines to be followed in all countries.
