Edmund Pérez Omella, Project Manager in Barcelona, Spain
Edmund Pérez Omella

Project Manager in Barcelona, Spain

Member since February 22, 2020
Edmond is a certified project manager who is detailed oriented and very structured. Used to work in large enterprises like Nestle, Roche, or Hewlett Packard, he has dealt with multiple challenging projects and situations—counting them all as successful achievements. Edmond has had the opportunity to manage projects working with different cultures from the USA to the Philippines, passing through some European countries.
Edmund is now available for hire

Project Highlights

  • 100% milestones achieved. 38% margin (objective was 30%). Lead the agile transformation from Scrum to SAFe without impacting on the delivery. Integrated a multidisciplinary team spread in three locations: Manila, Rotkreuz, and Barcelona.
  • Increased the number of delivered parts from 400/week to 1,400/week. Decreased the number of lead shipping days from 28 to 8. Saved >25% costs without any impact on the delivery in a $9 million project with >20 resources in two different locations.
  • Migrated an old fashioned app to a brand new tool adding new requirements and functionalities. Transformed a team that used to work on the Waterfall model to become an effective Agile team. Reached 100% milestones accomplishing all defined SLAs.

Expertise

  • 3D Printing
  • Certified Scrum Master
  • Innovation Labs
  • Managed Services
  • Medtech
  • Microsoft Azure
  • Process Definition
  • SLA Management

Education

Select Certifications

Employment

  • IT Project Manager

    2018 - 2019
    Roche (ERNI)
    • Acted as the project manager, delivery manager, PO proxy, and business account manager.
    • Achieved 100% of the planned milestones, reaching a 38% margin (the objective was 30%).
    • Led the agile transformation from Scrum to SAFe during the project without impacting on the delivery.
    • Integrated a multidisciplinary team spread across three locations: Manila, Rotkreuz, and Barcelona.
    • Reached 100% of the milestones without any SLA penalty.
  • Benchmarking Planner

    2017 - 2018
    Hewlett Packard (ERNI)
    • Headed a $9 million project with more than 20 resources in two different locations.
    • Increased number of delivered parts from 400 per week to 1,400 per week.
    • Decreased number of lead shipping days from 28 to 8.
    • Saved over 25% of costs without any impact on the delivery.
  • Scrum Master

    2016 - 2017
    Roche (ERNI)
    • Integrated internal and external teams to work as a whole leading a 22 people scrumban team.
    • Increased resolution of 15 bugs/month up to 22 bugs/month with the same resources, raising the monthly invoicing by 146%.
    • Transformed into one of the reference teams within the product, and became an important asset for IPMs' (international project manager) future decisions.
  • QA Manager

    2015 - 2016
    Roche (ERNI)
    • Acted as QA manager, scrum master, and delivery manager proxy.
    • Decreased 20% test cases while increasing 50% coverage in all our test plans.
    • Increased from 15 to 25 bugs delivered per month (on quarter average).
    • Reduced the minimum number of hotfixes delivered to single customers.
    • Led an initiative so all QA team members passed the ISTQB certification exam creating a healthy competition among team members.

Project History

  • Central Identity Management
    100% milestones achieved. 38% margin (objective was 30%). Lead the agile transformation from Scrum to SAFe without impacting on the delivery. Integrated a multidisciplinary team spread in three locations: Manila, Rotkreuz, and Barcelona.

    Central Identity Management is a centralized login for all Roche laboratories and applications. Using pioneer technologies like Docker or Kubernetes, the team implemented a solution for all Roche labs around the world providing a high-quality code system securing ISO 13485 and creating a unique automatic process for generating documentation that was spread afterward among the organization.

  • 3D Benchmarking Team
    Increased the number of delivered parts from 400/week to 1,400/week. Decreased the number of lead shipping days from 28 to 8. Saved >25% costs without any impact on the delivery in a $9 million project with >20 resources in two different locations.

    3D Benchmarking team was accountable for printing most challenging parts with different purposes:
    - Enable sales: on the last stage of the sale process, customers send us their tricky parts to actually test our technology.
    - Marketing: printing the most accurate parts providing the best L&F parts with the maximum mechanical properties to expose them around the world.
    - Back-up printing: whenever a customer's printer is down, we print their parts until the technical team resolves their issues.
    - Investigation: providing parts to the internal team in order to test our own technology.

  • Comlab Transformation
    Migrated an old fashioned app to a brand new tool adding new requirements and functionalities. Transformed a team that used to work on the Waterfall model to become an effective Agile team. Reached 100% milestones accomplishing all defined SLAs.

    Comlab used radiofrequency technology to provide trains and tunnels with the necessary sensors for the good function of all trains. Getting the management tool ready to work with alarms, modules, and submodules was a challenge for all the team especially due to the tree view that had to handle hundreds of thousands of sensors.

  • Roche Infinity Product Care
    Increased from 15 bugs/month up to 22 bugs/month with the same resources raising the monthly invoicing up to 146%. Become one of the reference teams within the product as an important asset for IPM's (international project manager) future decisions.

    The product care team is the maintenance team for the largest Roche software product: Infinity. The scrum team delivers service patches and hotfixes depending on the severity and the urgency of every lab knowing that these fixes could impact patient lives. In the beginning, the team was releasing three hotfixes/month when it was not really necessary. We gain recognition and become a more powerful team in terms of decision making.

Education

  • Master's degree in Project Management
    2016 - 2017
    EAE Business School - Barcelona, Spain
  • Bachelor's degree in Telecommunication Engineering
    2007 - 2014
    Universitat Autònoma de Barcelona - Barcelona, Spain

Certifications

  • Professional Scrum Master
    APRIL 2016 - PRESENT
    Scrum.org
  • ISTQB
    DECEMBER 2015 - PRESENT
    ISTQB

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