Implementation, leadership and management of the fashion retaile

The client had an ambitious new strategic plan aimed at international expansion, positive impact and digital transformation of its key processes. For this, they needed a figure that would help them to make the execution and achievement of the projects derived from the different strategic lines a reality.

Using the bases of PMP project management, and a project management tool such as Monday, has allowed us to lay the foundations for project tracking within the company. It also allows all areas involved in the same project to have visibility of the phases and status of the project. In addition to using tools that help to manage multi-departmental projects, the key has been the individualized work with each project leader, using business coaching knowledge as well as skills such as empathy, active listening and conflict resolution.

Giving visibility of project execution and results to the general management.

Allowing timely decision making and assessment of implementation results.

Align management, middle management and technicians, improving communication and teamwork among them from 8 different departments.

Implement and establish project management dynamics both at middle management and management level through periodic sessions designed ad hoc to the needs of the company. Increase communication between departments involved in the same project through follow-up meetings, joint dashboards and individualized follow-up in specific cases.

All this has helped the company achieve the following milestones, among others: Expanding its online business by entering marketplaces such as Zalando, About You and Laredoute.

Improving its online shopping experience by adding new features and services to its website.

Launch its new loyalty club grouping different services that adapt to different customer shopping moments.

Digitalize key company processes in the financial area, logistics, warehouse, and IT infrastructure.

The biggest challenges in the implementation of new organizations within an organization usually come up against the management of people: resistance to change, or distrust of someone outside the organization. In this case, the key has been my work as a trusted person for them, becoming one more person within the organization. It has also been key to take a distance and work with a 360º view, trying at all times to have an objective position and not to lean or belong more to one area than another.