Conchi Porras Fernández

PulseSync® is my transformation method that redefines the concept of management models. I am an architect of organizational ecosystems.

✓ I reorganize and synchronize when there is operational chaos.

✓ I align when strategic focus is lacking.

✓ I simplify structures that hinder profitability.

✓ I professionalize management during phases of accelerated growth.

✓ I reconfigure the system that becomes obsolete in the face of contextual changes.

MY INTERVENTION IS STRUCTURED IN 5 PHASES

1) Strategic Diagnosis:

Blockages, inefficiencies, redundancies, and hidden dynamics that hinder progress.

2) Redesign an Organizational Ecosystem:

With OKRs (Objectives & Key Results), I connect identity with strategy and align them with execution, synchronizing processes, teams, resources, and culture.

I define communication and decision-making protocols for solid governance.

3) Change Activation:

I manage resistance, install coordination and leadership habits.

4) Launch and Support:

I implement, monitor the first milestones, and adjust the pace.

5) Consolidation and Autonomy:

I review the impact, reinforce behaviors, and optimize the structure.

WHAT MAKES IT DIFFERENT?

• I don't optimize what exists, I implement an organizational ecosystem.

• I replace generic indicators with OKRs that measure value contribution and drive what matters.

• I leave behind a framework that evolves on its own, capable of predicting problems and adapting quickly to change to maintain competitiveness and sustained growth.

RESULTS

– Synchronized Execution:

Teams that move with focus, processes that flow, and coordinated actions.

– Strengthened Governance:

Clear responsibilities, avoiding dependencies and bottlenecks.

– Recovered Profitability:

Stable margins and leaner structures, without redundancies, without inefficiencies.

– Recovered Leadership:

You stop being a firefighter, you regain time to think strategically.

+25 own stores

+60 million turnover

+250 employees

ACHIEVEMENTS

-Adaptation of processes and operations from an Asian business to European market standards, achieving a profitable model.

-Key brand representative in all areas: Property, Suppliers, Services, Public Entities, and Employees.

-Member of the management committee based in Malaysia.

-Consolidation of the own warehouse in 5 months to start receiving the first imported containers.

-Implementation of logistics management and digitalization of warehouse operations to support import, local purchasing, initial product distribution for openings, and replenishment for open stores.

-Creation and execution of an expansion plan for 20 stores in the first year and 50 stores in the second.

-Design of operations and hiring of an assembly team to support a plan of opening 2 stores per month.

-Implementation of central offices, hiring, motivating, and coordinating department heads: Import, Local Purchasing, Expansion, Retail, Finance, Human Resources, Marketing, and Logistics.

-Review of investment in rents, setup costs, and salary costs, achieving a positive operating account with a payback of less than 3 years.

-Establishment of a collaborative work system with AGILE methodologies and OKR.

-Agreement on performance KPIs with each department head.

-Design of reports and metrics to facilitate results analysis, adapting product mix, identifying bestsellers, and implementing the new store layout for Europe.

+200 own stores

+50 corners in ECI and Toy's are Us

+100 million turnover | +900 people

ACHIEVEMENTS

-Compliance with the deadlines set in the expansion plan, ensuring the implementation and quality of processes, growing from 60 to +200 stores with a payback of less than 3 years.

-Hiring, motivation, and development of 10 zone managers, achieving annual sales and EBITDA objectives.

-I have achieved close communication and collaboration with all departments at the central offices in Chicago and Birmingham.

-Leadership over departments in the Madrid office (Southern Europe Cluster): Real Estate, Marketing, HR, and Finance.

-Review of product mix, rationalizing the number of SKUs and identifying bestsellers, improving conversion by 2 points.

-In 2012, best store in Spain of the year. Company most voted for best customer service.

-In 2013, a 7% reduction in salary expenses thanks to the creation of a new personnel hiring model and scheduling method. Interest in understanding the legislation of each country.

-In 2018, best Retail Manager in Europe with an 8.4% increase in sales over the previous year as a result of continuous improvement in store operations execution.

-Creation and establishment of processes and operations for the new distribution channel in ECI and Toy's are Us corners.