Susana Jiménez

I collaborate as a consultant with UNE Consultores, a firm specializing in organizational transformation, participating in projects for companies such as Indiba, OP Mobility, Hitachi, PyG, Grupo Mahou San Miguel, Telefónica, Indra, Acerinox, UPL, Pernord Ricard, Equatorial, Veritas, Mutualidad de Abogacía, Iveco, Hipra, Plastic Omnium, Thales, Schweppes, Hipoges, Holcim, Cosmewax, Acerinox, Seur, Logifrío, Mediabrands, Mango, Berska, Massimo Dutti, Cofidis, Makro.

My role focuses on facilitating training sessions and workshops for managers and business teams, with a focus on leadership, change management, and the development of key competencies to support organizational and cultural transformation processes.

I specialize in:

Leadership development for managers in contexts of change and growth.

Team facilitation, fostering alignment, communication, and commitment.

Change management, helping people adapt to new models, processes, and ways of working.

The sessions are supported by experiential methodologies and tools like Insights Discovery, combined with practical exercises oriented towards reflection, awareness, and direct application to daily professional life.

Design and facilitation of online training workshops for Key Account teams, sales managers (Area Heads), and Hunting teams, in the context of implementing a new digital sales support platform.

The project objective was to support the commercial change, facilitating the adoption of the tool and aligning teams with the new way of working, in a B2B sales environment.

Support the commercial change process, reducing resistance and reinforcing a proactive attitude towards digital transformation.

Develop leadership and responsibility in sales managers, key to driving change within their teams.

Generate individual and team commitments for the effective use of the tool in daily sales activities.

Facilitate an initial practical experience with the platform, connecting its use with commercial results.

Work based on team facilitation and experiential learning, combining:

Reflection exercises focused on identifying resistance to change and barriers to learning in commercial contexts.

Practical exercises and guided demonstrations for progressive tool adoption.

Dialogue sessions between sales and management to share concerns, best practices, and common criteria.

Significant reduction in resistance to change and greater alignment with commercial strategy.

Managers more aware of their role in driving change within their teams.

Increased confidence and autonomy in using the commercial tool.

Teams aligned with project objectives and with a greater focus on real business adoption and usage.

As part of a strategic project, I was hired to design and implement a training intervention for the technical bench team (professionals currently unassigned to projects) of a leading technology consultancy.

The main objective of this initiative was to strengthen the social skills of the participants, equipping them to successfully handle client interviews and meetings, as well as optimizing their resumes to highlight their professional value proposition. This group was primarily composed of Software Analysts, Architects, and Developers.

The training was structured in a predominantly in-person format, organized into small groups of 12 participants to ensure a personalized approach. Additionally, two virtual sessions were conducted for professionals located outside of Madrid, ensuring the inclusion of all team members.

The methodological approach was dynamic and experiential. Sessions included activities such as role-playing, group reflective analysis, and practical exercises that fostered active participation and collaborative learning. These dynamics were designed to promote the internalization of behaviors that project the key attitudes required in high-demand professional contexts.

Learning Outcomes

Impact

This intervention not only enabled participants to enhance their employability and professional positioning skills but also strengthened their confidence in interacting with key stakeholders, contributing to the integral development of talent within the organization.