Alegría Fernández Barnosell

I assume the company’s leadership, redefine the business model, open a B2C channel, and lead a multidisciplinary team to strengthen competitiveness. • Define and implement growth and diversification strategies, driving profitability and international expansion. • Comprehensive team management: 12–16 people in office teams and 28 national and international sales agents. • Transformation of sales monitoring through self-management tools and scalable sales models. • Optimization of budgets, processes, and investment decisions through Rolling Budget and profitability analysis. • Strengthening of company values and consolidation of key relationships with strategic clients and suppliers. • Process digitalization and upgrade of the web platform integrated with ERP (Navision).

I saw growth potential abroad and launched the export division, increasing export share from 2.5% to 31%, while navigating the COVID crisis. • Established the export department and led the international expansion strategy. • Increased export turnover from 2.5% to 31% of total sales. • Attended Maison & Objet Paris for the first time, opening new international opportunities. • Managed the COVID-19 crisis: implemented furlough scheme, negotiated ICO loans, and quickly switched to local sourcing (Spain, Portugal, Morocco).

With a deep understanding of the Asian market, we shifted from market-sourced products to in-house design, growing our own collections to 60% and optimizing the entire supply chain. • Created the in-house design department, increasing Foimpex-designed products from 8% in 2010 to 60% in 2025. • Reduced transport costs by 10% through a new negotiation strategy with forwarders. • Implemented Navision ERP and upgraded the corporate website. • Appointed to the Board of Directors in 2015.

Explored new sourcing markets; India became a key partner, consolidated 25% of our product origin and adding unique character to our collections. • Opened new international sourcing markets, with India growing from 5% to 25% of total procurement. • Selected strategic suppliers and managed 140 containers annually with a purchasing budget of €1M.

Identified the need to diversify sales, launching the key accounts unit, which reached 10% of total revenue within two years. • Launched the key accounts department. • Diversified sales channels: corporate gifts, contract projects, visual merchandising for major brands (Mango), hospitality, architects, and decorators. • Grew the key accounts contribution to 10% of total company revenue.

Gained international experience in complex transformation projects across insurance and banking, blending strategy and execution. • 2002-2004 | Erie Insurance Group (USA): Designed and implemented an insurance core system across six US states in a multicultural environment. • 2001-2002 | Banc Sabadell: Developed training materials and supported the implementation of SIBIS, working closely with technical teams. • 1999-2001 | Zurich Financial Services: Managed Info2000 project, secured a sales contract, and delivered project monitoring and training nationwide.