David Sandoval Morales

At Toda & Nel·lo —one of the leading law firms in Barcelona and Madrid, ranked among the top 30 firms in Spain— I operate at general management level, contributing to the firm’s strategy, governance and growth. My role combines strategic leadership with full oversight of corporate functions, including finance, people & talent, marketing and business development, operations, and commercial activity. Key areas of focus include: • Definition and execution of the firm’s strategic plan alongside the Executive Committee and Partners’s Meeting. • Professionalization of the organizational and governance model • Driving organic and inorganic growth initiatives, including potential integrations • Development of business and client positioning across practices and sectors • Operational excellence, efficiency and profitability improvement • Integration of digital capabilities and AI into the firm’s processes and services I work at the intersection of strategy, operations and business development, with a strong focus on value creation, scalability and long-term positioning of the firm.

When I took over the General Management of the company in Spain, I was entrusted with a significant mission: to transform and grow the business in the Spanish market, an international new challenge for LG Groupe. Reporting directly to the headquarters in France, I led all areas—commercial, financial, marketing, HR, operations, and after-sales—while ensuring alignment with one of the leading players in the automotive and mobility sector, with over 30 sales and repair points in southern France, spanning automotive, trucks, and motorcycles. One of my first priorities was to reimagine the company’s operational processes and implement a business model tailored to the Spanish market. I worked closely with the board of directors in France, orchestrating a strategy that not only optimized operations but also paved the way for growth. A key milestone during my leadership was the design and execution of a bold 3-year strategic plan. This included introducing a pioneering Mobile Workshop Service, the first of its kind within the Spanish Mercedes Benz dealer network. Additionally, I led the launch of the first-ever Mercedes Benz Shop, a retail concept of premium products MB that debuted simultaneously in both Spain and France. Another standout achievement was the evolution of the company’s online sales strategy. By integrating digital solutions and streamlining eCommerce operations, we significantly grew the online sales channel, which eventually represented nearly 50% of the company’s total revenue. These innovations were not just about enhancing services—they were about redefining how the company connected with its customers, creating new revenue streams, developing the teams and positioning the business for sustainable growth in a highly competitive market.

When I joined the group, one of the leaders in the national distribution of automotive spare parts (member of TEMOT International Autoparts GmbH), I was tasked with managing the business strategy and overseeing operations across multiple companies in Spain. As a member of the steering committee, I reported directly to the board, ensuring alignment with the group’s strategic objectives. One of my key responsibilities was to drive the development and execution of high-impact commercial and operational projects. Amongst others, one of them was de the increas of the sales online, thanks to the evolution of the eCommerce, creating a new plattform (VEREO) that meant an step ahead in the online sales to the workshops. These initiatives were crucial in the successful deployment of the strategic plan defined by the board of directors. Leading a team of over 200 people—including area coordinators, business unit managers, and sales and operations agents—was central to my role. Together, we worked to elevate performance, streamline processes, and ensure that the organization met its growth targets in a competitive market, enhancing group EBITDA by 2 percentage points as a percentage of sales.

As Executive Director of the business in Catalonia at LAUSAN Group, the national leader in automotive and truck spare parts distribution (today a company of AAG, Alliance Automotive Group, a subsidiary of the American group Genuine Parts Company), I was responsible for managing six key business centers, reporting directly to the Board of Directors. I led a team of 80 people and oversaw a portfolio generating €15 million in annual turnover. From day one, my focus was on shaping the company’s strategic business plan and driving the transformation of its management model. I led the implementation of process improvements and redefined commercial and logistics strategies to enhance overall efficiency and profitability, resulting in a 15% increase in customer delivery service and a 20% boost in the sales team’s commercial productivity. Additionally, I was deeply involved in restructuring the operational and functional teams, ensuring that each unit was aligned with the company’s growth objectives. In addition, I led the development of the group's own network of electromechanical workshops, managing to implement more than 30 workshops in the territory I managed with increases in spare parts sales of more than 7% in the first year of the project.

In my role as General Manager, I orchestrated the strategic direction and operational development of a dynamic group of three companies, each with a unique footprint in their respective industries. My portfolio included ICONSA, a pioneer in construction engineering and industrial building construction; INEDISA, a real estate company specializing in industrial properties; and HER-MARK, renowned for its production of industrial detergents. Navigating through the complexities of these diverse sectors, I was responsible for uniting and guiding the management teams and steering committees of each company. My mission was to align their efforts with the strategic objectives set by the Board of Directors. This required a keen ability to manage cross-functional teams, balance varying priorities, and drive collaborative solutions. Under my leadership, we achieved significant milestones: we increased the group’s revenue by 30% over three years and improved the group’s EBITDA by 2 percentage points. These accomplishments were a testament to the effectiveness of our strategic initiatives and the successful implementation of operational improvements. As a executive member of the Board of Directors, I played a pivotal role in shaping and executing the overarching strategy that fueled growth and innovation across all three companies. My leadership ensured that each company not only met but exceeded its goals, contributing to a cohesive and forward-thinking corporate vision. Through this experience, I demonstrated my capacity to integrate multiple business functions and steer complex projects toward success, all while maintaining a clear focus on the strategic objectives and long-term goals set by the board.

In my role as deputy to the general management of the group of companies, I was deeply involved in the strategic oversight and decision-making processes. I actively participated in the steering committee, where I engaged with senior leaders to tackle key challenges and seize emerging opportunities. My responsibilities included developing comprehensive proposals and guidelines for the Board of Directors, requiring a thorough understanding of the company’s vision and objectives. This position allowed me to contribute significantly to shaping the group’s strategic direction, adapting strategies to a rapidly changing business landscape. I was instrumental in crafting innovative solutions and practical strategies that supported the group’s continued growth and success. My role demanded a blend of strategic insight, collaborative spirit, and adaptability, providing a solid foundation for future endeavors in strategic management.

Controlling and managing the economical and technical resources of civil construction works with budgets ranging from 400.000€ to 4M€. I lead a direction team of 4 people, and managing the activities done by the construction companies: timing, budget analysis, market suppliers studies... Analysis of viability of civil engineering projects, managing the customer relationship -private companies and public companies-, in the Spanish area and at the international level too. I managed a team of 6 people to do the projects and developing tasks of contract negotiation with the clients, and also the planning of projects with them.

Analysis of offers for civil engineering projects, managing customer relationships, from private to public administrations, both nationally and internationally. Execution of civil engineering projects with a team of 6 people. Developing and planning price negotiations with customers.

The program connects Economics, Data Science and Machine Learning, with a focus on economic modeling using Python for strategic and financial decision making at the executive level. By integrating advanced econometric models and machine learning algorithms, it enables the application of data-driven insights to real business scenarios. This improves the ability to forecast economic trends and optimize financial strategies in executive decision making. Key topics include Microeconomic Theory and Econometric and Financial Analysis, reinforced with hands-on Python programming. The program provides expertise in the use of data science to model and interpret key economic indicators, facilitating better resource allocation, risk management and strategic planning. This enables you to lead with precision in an ever-changing business environment, applying predictive analytics to drive growth and operational efficiency.

The ESADE MBA was a pivotal moment in my professional journey, shaping my transition into general management. Through the program, I honed my leadership skills, learning how to build and motivate multidisciplinary teams towards shared goals. Strategic thinking became second nature, as I gained the ability to analyze complex business environments and make decisions that drive growth and keep companies competitive. In addition, I developed a strong foundation in financial management, from budget planning to financial analysis and control. Innovation was another key area of focus, where I learned to identify opportunities for entrepreneurial projects and disruptive business ideas. The program also sharpened my problem-solving and decision-making abilities, equipping me with an analytical, data-driven approach to making critical decisions under pressure.

Studying Civil Engineering is an experience that goes far beyond technical knowledge. Over the years of training, you not only learn to design and manage critical infrastructures, but also develop an analytical mindset and the ability to solve complex problems that cannot be found in textbooks. From designing bridges and highways to planning sustainable cities, every project challenges us to consider multiple factors, from environmental impact to resource efficiency. Throughout the degree, precision and attention to detail are crucial, but so is the ability to see the bigger picture and collaborate with multidisciplinary teams. More than a degree, it’s continuous learning in management, leadership, and profitability, allowing me to tackle large-scale and complex challenges. I now apply these skills to every project, aiming not only for efficiency but also for innovative and sustainable solutions.

This educational program, led by the Harvard Kennedy School and the Harvard Faculty of Arts and Sciences, focuses on enhancing leadership abilities and communication skills crucial for driving strategic change within organizations. It provides advanced training to tackle complex challenges and mobilize high-performance teams effectively. It teaches how to diagnose intricate problems, understand diverse stakeholder perspectives, and develop strategies to thrive in dynamic environments. Effective communication techniques are emphasized, including the ethical use of rhetoric and dialogue, to engage effectively with shareholders, high-performing teams, and other key stakeholders. This training equips leaders with tools to craft compelling messages, navigate organizational change, and lead with integrity and impact. It enhances the ability to influence and inspire within organizations.

The IESE’s S&S approaches sustainability from a strategic perspective, offering practical frameworks for integrating sustainability into business decision-making. It focuses on how leaders can balance financial objectives with environmental responsibility, assess climate risks and ensure long-term viability. Through case studies and management tools, the program enables executives to validate strategic sustainable projects, optimize resource allocation and manage the social license to operate. This ensures not only compliance with shareholder expectations, but also an effective response to market demands and regulatory challenges.

This executive training offered by London University and University College London School of Management enhances strategic decision-making at the corporate level, focusing on diversification, divestiture, and corporate headquarters’ organization. It provides practical and academic insights into identifying growth opportunities, exiting non-strategic businesses, and designing structures that maximize synergies and value creation. It allows to gain essential skills to influence high-level strategic decisions and manage corporate strategy effectively.

This training explores the intersection of AI technologies and platform business models, emphasizing how to leverage data for AI-driven strategies. I learned about the seven key attributes of AI-led organizations that enhance decision-making. The course provided insights into AI economics, demonstrating how these technologies optimize processes, reduce costs, and create new revenue streams, along with the PIVOT framework for integrating AI into business models. Additionally, it covers data analytics and sound statistical thinking, highlighting concepts such as variation and the risk of decisions. The program emphasizes leadership qualities needed to drive AI transformation, equipping learners with the skills and strategies to create AI-powered business models and articulate AI’s impact on customers, employees, and operations. This training positions me to lead effectively in a data-driven environment, utilizing AI for smart decisions and sustainable growth.

The Babson entrepreneurship exchange program provided comprehensive training on various aspects of entrepreneurship, focusing on the ideation, launch, and growth of ventures across diverse contexts, including industry, family businesses, and corporate environments. The program pointed out critical entrepreneurial skills and functions, such as design thinking, financial management, and sustainability. A key component of the program was the development of a detailed business plan, which was presented to the faculty board at Babson College, showcasing the application of learned principles in real-world scenarios.

The Cranfield Management Program provided a comprehensive toolkit and valuable insights essential for evolving into an effective and influential general manager and business leader. This program seamlessly integrates personal development with cutting-edge business knowledge, offering a blend of reflective learning and impactful coaching. Through its rigorous curriculum, in this exchange program I gained advanced skills in leadership, strategic thinking, and organizational management. The program emphasized practical application of theories, ensuring that the insights and strategies acquired are directly relevant to real-world challenges. By fostering a deep understanding of leadership dynamics and providing tailored coaching, the program has significantly enhanced my ability to lead with vision and drive substantial organizational impact.