Interim manager Morroco

12-11-2018 al 11-11-2020

Spanish subsidiary of an agricultural company with 200 Ha in operation in two areas (Larache, Agadir) 700 km distant. From Morocco, it exports 100% of its production to the main European supermarket chains. With a permanent staff of 150 people and about 3000 day-laborer. Turnover 18 M €

As an organizational director, I had two objectives:

Coach a partner, and member of the local owner family, in her professional transition from deputy director to general director.


Prepare the organization for 100% production growth in two years.

Deputy General Manager.

The deputy general manager gains confidence in herself in the exercise of the function. Better performance in defending the interests of the company in front of shareholders and senior executives. She Improves leadership, negotiation, coordination, change management, and personnel management skills.

Provide general management with reporting tools to the parent company.

Preparation of corporate social responsibility reports following the GRI standard.

Renovation of the financial department.

Change of the CFO, change of the purchasing manager, hiring of a chief accountant, hiring of the internal auditor. Incorporation of three scholars on practice.

Two Ernst & Young unqualified audit reports.

Establishment of the VAT credit recovery process.

Regularization of export documentation and entry of currency at the currency exchange office.

Carrying out two annual physical inventories of fixed assets. Work prior to the merger of the companies.

Integration of fixed assets into the ERP, calculation of assets depreciation, and automatic accounting.

The foundations are laid to keep analytical accounting that allows obtaining profitability per farm.

Integration of the purchase process in the ERP. Article coding guide to creating the Articles Master file. Approval of purchase orders supported by the ERP itself.

Monthly inventory of consumables (packaging, fertilizers and phytosanitary) for greater precision of the monthly CPYG.

The month-end closing process for the previous month prior to the 20th of the month.
Preparation of the 2020 budget.

Greater legal security for the company with the hiring of an external legal advisor.

Analytical reporting system by Hectare, kilo harvested, and kilo exported.

Production

Assume 48% growth in Kilos exported in a COVID-19 environment.

Integration into the logistics chain of a storage warehouse on the farm reducing time to cold.

Transformation of harvest forecast into export data. Calculation of the needs of materials in the field. Calculation of the personnel required for the harvest.

Explosion of packaging materials for the campaign and negotiation with suppliers.

Creation of a weekly reporting system with the kilos harvested by plot / variety / farm and their deviations with respect to the harvest budget and the KPIs Kilos / Ha Kilos / Plant.

Integration of warehouse weighing scales with ERP Sage to know in real time the evolution of the daily harvest.

Implementation of a system for measuring daily productivity by harvester with RFID technology. Registration of 3000 harvesters daily.

Train a person to use the data of dedication of workers by task and farm and compare it with the standards of dedication by task and hectare that the group has, to identify the groups that work below efficiency standards.

Calculation of capacities of the PackHouse’s production lines.

Quality

Development of an app to record the evaluations of the day-laborers at harvest time, communicating to the managers in real time the data of the day-laborers who did not pass the evaluation. The data analysis of the results is used in the following campaign for a better selection of the day-laborers. This project is done with internal resources (a citizen developer), without IT department (using no-code platform appsheet), bringing out the best of people.

Occupational risk prevention.

The occupational risk prevention department is created. Its manager comes out of the internal promotion of talent.

Human resources

Eradication of informal and child labor.

Increase in the bank-account-holding ratio of day-laborer.

Modernization of buses for day-laborer transportation.

Reorganization of contracts and rates by day-laborer and kilometer with workers’ carriers.

Creation of a digital system for registering the day-laborers transported by each bus. The exploitation of the data allows detecting oversized transport routes (few workers per vehicle) and making corrections to improve efficiency. The system helps to verify the invoices from transport service providers.

After modeling of the distances from day-laborers’ town to the farm and the number of them attributed to each of the six farms, a better selection of towns- farms minimizes the cost of transport.

Information technology.

Connecting the farms to the Internet thru antennas by renting the right to use radio frequency spaces to the Moroccan government.

Expansion of the on-premise servers to support users growth generated with the connection of the farms.