According to Joao Currito, Partner at Voltarion, “you can not implement sustainable transformations without developing and empowering people.” For that, Voltarion has developed a middle management development program that supports organizations in achieving sustainable operational results.
What is it like to work at Voltarion?
To Diogo Fortes, Implementation Manager at Voltarion, “the professionalism, respect and collaboration within the team – in pursuit of operational and transformation improvements for Voltarion’s customers – make each workday a rewarding and enriching challenge.” #YourProfitabilityPartner
João holds an Industrial Engineer degree from FCT-UNL in Lisboa. He has more than 20 years of experience with business development, Business restructuring, Supply Chain, Logistics, Strategy, Operations, and Change Implementation.
Has led complex implementation projects driving business changes and transformation in multiple businesses and technology sectors in the Americas, Europe and Africa.
He has a passion for making things work, and engaging people to achieve that goal.
João is a father of three, a traveler and multiculturality fan.
Pedro Mendes holds a degree in Public Relations and Advertising with a specialization in Marketing Research from ISEG – ISEC.
His experience of more than 15 years has diversified across areas such as Marketing, Business Management, Product Development in technological areas, Software development and Business Intelligence.
For the past 5 years, he has been involved in implementing complex transformation programs in specialized operations, process efficiency and digital transformation.
In this experience he has been leading organizational change processes preparing the structures of organizations to meet new business contexts and targets.
Nuno Falé was born and raised in Vila Franca de Xira, since his youth he became interested in hotel activity.
Nuno started to work while he was still a student, which led him to create rules and abilities to manage time and communication working with hotel customers.
Graduated in hotel management, started his career in Portugal. Later opted for an international career where he worked as a F&B Assistant Manager at ferries and cruise line.
Due to his communication skill and ability to deal with customer he was invited to embrace a sales development project. Since then, he has been developing projects in various sectors and geographies to implement best organizational practices.
Nuno is a father of one, travel and nature lover.
José holds a degree in Mechanical Engineering from Instituto Superior Técnico, in Lisboa. With a major specialization in aeronautics, he holds a postgraduate degree in Aeronautical Infrastructure Management at ISEC and the Executive MBA – Management for Aeronautics at ISEG-ISEC.
He has over 25 years of working experience in business consulting in multicultural environments, working with multiple multinationals companies, having acquired extensive management experience implementing complex organizational solutions.
For the past two years, he has also been working extensively on innovation and digital transformation projects, and also collaborating as a guest facilitator at Porto Business School.
Jose is a compulsive reader, travel lover and father of two.
“To improve organizations’ performance is a constant challenge, but to do it well, we can not forget some key principles:
The need to enhance the quality of the passenger experience at the airport led to the improvement of a wide range of processes, flows and operating practices with a view to improving punctuality, and “left-behind” luggage. The ultimate goal was an upgrade in the Airport’s positioning in the world ranking.
Forty-three initiatives across six different working areas were defined for the entire airport operation. These involved four stakeholders: The Airport Authority, the airlines, the ground handlers and the Immigration and Borders Service (SEF). A PMO was set up to monitor all of the initiatives and a governance model involving the four entities was implemented (this is the first time ever that these entities have joined forces to address mutual issues).
Over a 12-month programme, significant institutional cooperation between the four entities was achieved at the highest level. Significant tangible results were achieved, as can be seen from the figures below:
year-on-year reduction in baggage left behind
increase in airline punctuality
Pharmaceutical company employing more than 200 analytical Chemist, running tasks and analytical methods with a high percentage of manual recording, duplicated tasks, not standardized and with significant variance. Growing regulatory demand for the recording and auditing of laboratory activities, requiring an efficient and productive way to comply with regulations, while optimally increasing lab productivity.
A Business Review was conducted and led to the opportunity of implementing an ELN/LES on QC and R&D Labs. ELN/LES Vendor was selected, and the solution integrated with the ERP and LIMS. A team was set up to configure around 3,500 methods. An implementation plan was drawn up to enable the staggered introduction of the solution worldwide.
Over the program’s 16-month duration, significant standardization and streamlining of lab methods will be achieved, resulting in the following benefits for the business:
- 20% productivity improvement on QC and R&D Labs
- ROI: 3.57; Payback period: four years
- Significant risk reduction
productivity improvement on QC and R&D Labs
After noticing the existence of communication and management gaps from the top to the bottom of the organization, the company decided to assess the leadership skills of middle managers (supervisors, engineers), and implement a capacity-building programme, in order to improve performance, compliance with security requirements, behaviour and attitude.
The methodology used for the assessment included meetings with the individual managers, surveys, DILOs (Day in The Life Of) and daily meetings effectiveness. The leadership gap was identified. A skills development programme was initiated based on “learn by example” (case studies), on-the-job skills development and a three-stage coaching plan. An individual plan was drawn up for each manager and their progress was assessed and compared to the plan at each stage, allowing corrective action to be taken whenever necessary.
The programme was initially implemented for 42 third-level leaders and 83% of the goals defined in the overall skills development plan were successfully achieved, resulting in an average 15%-20% increase in leadership skills.
of the initiatives were successful