Ferran Font Sánchez

As Chief Operating Officer (COO) at Anovo, I lead the transformation and execution of large-scale operations across after-sales services, repair, refurbishment, and reverse logistics, driving structural efficiency, operational scalability, and sustainable profitability in high-volume service environments. My focus is on delivering measurable business impact through structural cost optimization and organizational transformation. By redesigning operating models, simplifying processes, and implementing performance-driven governance, I have contributed to reducing fixed cost structures, increasing productivity, and accelerating operational execution — significantly improving speed-to-market and service responsiveness. I lead organizational change initiatives aimed at aligning teams, processes, and technology with strategic priorities, enabling faster decision-making and more agile operations. These improvements have strengthened SLA performance, reduced turnaround times, and enhanced service reliability, directly contributing to higher customer retention and long-term partnership growth with key clients. Working closely with executive and commercial leadership, I translate business strategy into operational outcomes by building data-driven, KPI-led organizations focused on efficiency, accountability, and continuous improvement. My approach combines operational excellence with customer-centric execution, positioning Anovo as a trusted partner in technology lifecycle management and circular economy services.

Successfully managed supply chain operations for over 800 SKUs in high-demand categories, overseeing more than €100M in working capital and €60M in monthly purchases. Led a team of 4 to enhance efficiency, reduce costs, and optimize inventory, aligning with strategic goals. • Reduced working capital by 25% through improved Days of Stock, lowering from 35 to 30. • Achieved a 37.5% reduction in stock obsolescence, cutting it from 4% to 2.5% of inventory. • Implemented a new return process that boosted inventory recovery value from 40% to 70% after launching Outlet digital sales channel. • Directed the Sales and Operations Planning (S&OP) process, ensuring alignment between demand and supply strategies across Commercial, Marketing, and Sales teams. • Developed accurate demand forecasts, streamlined purchase orders, and managed supplier intake, ensuring optimal stock levels, improving availability while minimizing excess and obsolescence. • Cultivated strategic relationships with key suppliers, negotiating favourable terms and ensuring timely delivery.

Led nationwide aftersales service operations for Mobile and Broadband, managing a €30M annual budget and a team of 6 direct reprorts and >20 suppliers' fte. Drove digital transformation and operational excellence, enhancing customer satisfaction and service efficiency. • Launched a new digital repair channel, after optimizing IT systems, enabling customers to access mobile repairs from home, implemented comprehensive digital processes for equipment recovery and insurance claims. • Simplified partner schemes, enhancing service delivery efficiency and boosting customer satisfaction. • Redefined the customer journey, resulting in a significant increase in Net Promoter Score (NPS) to 42. • Maximized budget efficiency while maintaining high service standards through continuous process improvements. Average net cost per repair reduced by 10%. • +€1,3M/year incomes generation after enhancing aftersales services for Corporate customers. • Achieved 93% of repairs within 5 business days, reducing logistics SLAs and repair rates. Improved equipment recovery from 87% to 93%.

Directed commercial planning and budget management for Vodafone’s residential business unit, overseeing a budget exceeding €300M annually. Led a team of 4 in strategic planning, budget control, and project management. • Successfully managed a €300M budget with consistent cost control and optimization for acquisition costs, retention, Opex, and Capex, ensuring alignment with business goals. • Led key projects, ensuring they were aligned with the unit’s strategic objectives and delivered on time.

Led the design and implementation of remuneration and incentive models for Vodafone’s consumer sales channels, managing a €120M budget and leading a team of 6 to drive commercial strategy alignment. • Achieved the standardization of remuneration models across all sales channels, ensuring strategic alignment. • Launched a new reporting tool based on Qlick View with real time tracking of performance and commissions generation. • Go to market for new products in commercial strategy assuring communication and commissioning. • Successfully incorporated customer experience metrics into incentive models, enhancing performance alignment with strategic priorities. • Commercial performance exceeded during 5 years in Retail, maintaining sales volume and assuring channels profitability for Vodafone and partners with 5% costs efficiency.

Project Managment Office of Vodafone Spain Central Network Department. Controller and Leadership functions: Leadership of cross-area projects, Budget managment, Reporting and Follow-up of the main projects of the department to Directors and Global for ES, IT, GR, PT, RO, AL and MA. Main achivement: 4G launching Project Management in Network Area, becoming Vodafone the first operator with a commercial 4G in Spain.

Vodafone Spain - GTR Region 1 (Madrid and Castilla La Mancha) memeber. Responsible for access transmission network deployment and quality. Responsible for some special projects in access network in Madrid, as the design and implementation of the network solutions for Aena's airports or the Deployment of the network for fix communications via OBA solution.

Internal Rotation to Enterprise Business Unit Marketing Dept. Project Managment: Base Value Managment, focused on Avoid Churn and Push up ARPU. Market Analyze, Strategic Marketing, Sales Forces formation, Products and Tools definition.

Core & Access Network design and operation.

Working at Vodafone Project

8-hour student in Radio & Transmission Access Network in Madrid Area.

Profesor de la parte práctica de las asignaturas de Electrónica I y Electrónica II, realizadas en laboratorio, por los alumnos de primer y segundo curso de las Ingenierías de Telecomunicaciones y Electrónica.

Programa para Senior managers y el equipo directivo: Modelos de negocio, Lean Startup, Estrategia. 42 horas

Programa executive de 60h que pone el foco en la dimensión más empresarial del IoT.

150h

150h

This online course introduces the fundamentals of technology entrepreneurship: taking a technology idea and finding a high-potential commercial opportunity, gathering resources such as talent and capital, figuring out how to sell and market the idea, and managing rapid growth.

This eight-week experiential course focused on a collection of tools and techniques for increasing creativity in individuals, teams, and organizations. Topics included opportunity recognition, reframing problems, challenging assumptions, connecting and combining ideas, working on creative teams, and mastering a mindset of innovation.

Beca Citius de FUE (Fundación Universidad - Empresa)

Análisis tanto de herramientas informáticas inteligentes como de la infraestructura que permite su correcto funcionamiento dentro de la organización Inteligencia de negocios Tipos de analítica Data Warehouse Realización de una planificación viable, así como el perfeccionamiento del análisis de datos estructurados Data Mining Gestión de proyectos Utilización de técnicas y recursos para el análisis de datos Transformación digital y Business Intelligence Liderazgo y gestión de proyectos de dato Protección de datos