Esther Romero Tabernero

•Leading the Agile and Digital Transformation (introducing AI) in the Procurement Company •Leading a team of 20 project managers and software/hardware engineers. Accelerated business process efficiency by deploying new AI tools. Cultivate strong professional relationships by working directly with CEO in stakeholder management at C- level. Managing a budget of 5 billion euros •Enhanced productivity by +20% by developing Agile strategy to lead transformation into new way of working from traditional to agile. •Increased savings by executing “Design to Cost” strategy and supporting team in implementation of plans across internal and 3rd party settings. •Increased the Design to Cost Department efficiency by deployment of AI tools by +10%. Enabling accessibility to everyone and real time updates to support category managers in driving fact-based negotiations. •Responsible all procurement activities, including strategies definition, leading negotiations, supplier management, and ensuring alignment with overall business objectives to drive cost efficiency and value for Access, Core, Transmission and IT categories

•Leading a team of 10 Category Managers, ensuring the optimal utilisation of available resources by proactively managing category of +800M€ spend. Strategy definition that leads to rationalise suppliers based ( -30%) and deliver savings (+10%) in an inflationary environment. •Influenced C-level executives in sound decision-making regarding stakeholder management aimed at identifying and tracking individuals/groups interested in organization's success/failure. •Maximized employee satisfaction and loyalty by coaching category managers to achieve career progression. •Played an integral role in increasing sales and profitability of business to drive sustainable growth.

•Leading a team of 9 category managers and monitor business performance to support informed decision-making, efficiently administering Category budget of 800M€. •Translated strategic intent into operational capabilities by determining and applying new operating models through digitalization. •Strengthened overall organizational financial health by delivering annual savings of over 150M€. •Optimized total costs of product from design to release in the market by implementing “Design to Cost” tool. •Reduced cost by 50%+ through creation and execution of commercial strategy and for Deployment Services.

•Generated new revenue streams by selling VPC products to third-party companies. •Strengthened organizational workforce by building new, experienced, and successful team of 10 people. Saved 500M€ by managing strategic relationships with Verizon, whilst performing joint negotiations. •Streamlined overall business operations through excellent administration of support and maintenance category across all Vodafone operating companies (Spend Category 300M€). •Brought OPEX savings of 30% to operating companies by defining, negotiating, and implementing new innovative support and maintenance strategies across all EU and AMAP countries.

•Proactively led virtual teams across categories within VPC involving Group Technology and Operating Companies (Network and SCM). Grabbed key opportunities for value creation, defining commercial strategy for major projects, including development of pricing models as well as special terms and conditions. •Saved 900M€ by designing, negotiating, and executing 5G global program across all operating companies. •Drove commercial modernization of access networks in several countries (introduction of the Single Ran Technology) by spearheading major transformational strategic projects worth more than 300M€.