Antonio Torres

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In my role as Digital Accelerator at PwC, I spearheaded various digital transformation initiatives, which involved: 1 . Business Development: Assisted in the initiation and financing of digital transformation projects, developing comprehensive pricing models and crafting innovative marketing strategies that propelled PwC digital solutions. 2. Product Development: Led the creation of numerous digital tools and prototypes (including Data and Analytics Tools, Business Apps and Workflow Automation) which expanded PwC's services portfolio. These digital solutions not only increased operational efficiency but also contributed to significant cost reductions. 3. Collaboration: Actively participated as a member of the PwC Europe Digital Transformation group. This collaborative experience enabled me to stay abreast of digital trends, learn from industry peers, and implement best practices at PwC. I also initiated and led cross-regional projects, synthesizing diverse perspectives to ensure effective and successful digital initiatives across PwC Europe. 4. Workforce Transformation: Conducted hands-on training on new technologies, such as low-code/no-code automation, business intelligence, and data analytics, thereby bolstering digital literacy across the organization and bridging the gap between business and technology teams. I took the lead in developing a comprehensive digital literacy curriculum. This included creating educational resources, facilitating workshops, and implementing a mentorship program to ensure continuous learning and development across the organization. By successfully driving these initiatives, I cemented my position as the go-to person for all matters relating to digital transformation at PwC and customers. This experience has equipped me with a profound understanding of the digital landscape and new technology trends in IoT, RPAs, AI and Blockchain and Augmented Reality.

Fulfilling my role as Outsourcing Manager, I successfully built and cultivated relationships between client-facing teams in Germany and remote execution teams (Center of Excellence – "CoEs"). This followed my earlier success fostering similar collaborations in Spain and the Americas' CoE cluster. Key achievements: 1 . Workforce Transformation: Led the outsourcing of routine tasks like proposal graphic design and compliance reports to CoEs, freeing client-facing teams for strategic initiatives. 2. Process Development: Implemented efficient workflows, communication protocols, and tools to enhance the collaboration between German client facing teams and remote CoEs, boosting overall project delivery. 3. Talent Onboarding: Oversaw the onboarding process at CoEs, including defining roles, recruiting candidates, and conducting training, establishing a team capable of handling outsourced tasks and driving innovation. 4. Upskilling and Expansion of CoE's Portfolio: Identified opportunities for service expansion at the CoE, fostering the development of business intelligence and financial planning skills, thereby broadening their service offerings. As a result of these initiatives, we cut in-house project costs significantly, bolstered project returns, and increased strategic time for client-facing teams. By fostering an environment of collaboration, we built a more flexible and responsive business model.