Carlos Esquíroz

Experience

• 

  Andersen Consulting

  Sept 1986 - Apr 1991

  Senior Consultant

  As senior project I carried out projects in the management organization & computer systems field, in the next companies:. Telefónica. Documentary Management System.. Carrefour (former Continente). Warehouse analysis.. Mc Cain. Mass media procurement and distribution system.. Lilly Indiana. Territorial sales control application.. Baxter. Salesman expenses control application. Frudesa. Management and Industrial Organization review.. SKF. Lead time reduction in manufacturing production.. AENA. Reengineering procurement process. Iberplastics. Productivity performance review.. Sidmed (former Altos Hornos del Mediterráneo).. Schweppes. System of Accounting and Treasury.. Bankinter. Shares and stock exchange Values system. Show less

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  Indra

  Apr 1991 - Sept 1994

  Senior Consultant.

  Main Duties. Development of projects carried out inside the Telefonica group (Spanish Telecommunication Company) for different clients across Spain.More remarkable projects: . Telefónica. Assess management systems.. EMT. Medium level directives, redefining job positions.. Foreign affairs Minister. Documentary management. Civil Works Minister EU funds systems.

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  Metro de Madrid

  Jan 1995 - Jan 2017

  Main Duties. Assure the whole functionality of all the railways assets under the responsibility of the Directorate of Engineering and Maintenance and driving a business reengineering process focused in increase the value of services provided to the Network of Metro de Madrid.As Engineering and Maintenance Director my challenge is move from repair based, run-to-failure, maintenance regimes in the form of time or rules-based maintenance regimes to maintenance predictive and / or dynamic condition-based monitoring.By using new IT capabilities, asset information systems and analysis techniques we are developing more effective maintenance regimes based on Reliability Centred Maintenance (RCM) and real-time Asset Condition Monitoring (ACM).The Directorate of Engineering and Maintenance (DE&M) is divided in four divisions: rolling stock (fleet and trains), fixed installations, IT division and Engineering and R&D business unit. By using intensive support of the last two ones the DE&M is improving the performance of the two operational divisions.Main figures:• Rolling stock fleet. 2.430 coaches plus 133 working vehicles.• 109.000 equipment, including escalators, ticketing machines, public access, lifts, pumps, control & signalling systems, radio, VoIP phone, power supply, IT servers, CCTV, security systems,• 3.833 MM € of railways assets • Staff: 1.850 including white and blue collar workers• The COMMIT Maintenance Control Centre. 34 staff, 7x24 services, monitoring of 109.000 equipment and management more than 250.000 incidents/year.• Operational Budget (2013): 238 MM €Main achievements.Development of an energy reduction Program which has saved 236 MM Kwh since 2012 (a saving of 22% in energy consumption, with only a 11% of Car.Km reduction). The Program has been carried out almost without investments, based in put in place 12 master projects developed in-house. The ratio Kwh/Km was 2,5 in 2011. At the end of 2014 it have dropped until 1,98 Kwh/Km. Show less Main Duties. Development the international business of Metro de Madrid, sharing our railways business know how with companies and cities around the world, providing high value services on a commercial basis.Objetives: Getting a significant share market in the world railways expertise business by transform the current structure’s company in order to:. Design and put in place a International Business Model, profitable in terms of finance and prestige dimensions looking for acting like a shuttle for spanish companies and bringing them better business opportunities.Make our business using the Integration concept, an unique approach developed in MdM, and with an special accent in join private partners by using the concessionary contracts Show less Main Duties. Assure the whole functionality of all the assets under my responsibility (about 20.000 equipments) and driving a business reengineering process focused in increase the value and level of the maintenance and technical services provided to the Network of MdM.Objectives: Transform an old fashion Division, focused in low value activities and a general low level of prestige in its own business in a top technology unit, by gibing maintenance and high value services. The main activities were:. Design a new operational model, in a very conservative business by using the new technologies as technical predictors of failures in the different equipments, connected across a powerful telecommunications network.. Introduce an new concept in tele-maintenance based in a operations centre called COMMIT (Monitoring Operations and Maintenance of Installations and Telecommunications Centre), and in standardized protocols for interconnection between nearly 20.000 devices such as escalators, substations, ticketing machines, lifts, TTVV cameras, pumping centres, etc. . Transform the maintenance activities based in functional specialities end-to-end in a two levels maintenance activities organization, by using rapid replacement equipments organized by geographical lines. Key figures: Increase the average disponibility in 4 points (from 90% to 94%). Human resources supervised: 600 persons; Investments (2006): 30 MM €; turnover: 8,9 MM €. Show less Main Duties. Identify, analysis and development management and human resources development systems and tools for performance deployment between more than 500 technicians and directives in Metro de Madrid. Coordinate with Divisions and departments the implementation for carry on new strategies across the company.Objectives: Develop a Model of management of the change. Transform a very conservative company in a results achievement organization by grow up of the levels of responsibility and compromise in most medium and high directives of MdM. In order to achieve those goals the main were designed, developmental and put in place the next management systems:. Corporative Balanced Score Card (BSC) and in the main departments. . Remunerative policy. Productivity incentives for blue collar workers. Bonus for technicians and directives. Value added evaluation of directives positions . Performance evaluation tools for technicians and directives. Structural Chart of MdM departments.Key figures (2003): Human resources evaluated: 500; Human resources supervised: 20 persons; Incentives budget: 9 MM €. Show less

  • Engineering and Maintenance Director

    Jan 2012 - Jan 2017

  • Deputy Director. Internacional Affairs Division

    Jan 2007 - Jan 2012

  • Head of Installations Maintenance Division

    Sept 2003 - Jan 2007

  • Head of the Management Systems.

    Apr 1998 - Sept 2003

  • Business development Project manager.

    Jan 1995 - Apr 1998
• 

  Metros Ligeros de Madrid MLM

  Feb 2017 - Mar 2024

  CEO

  As CEO I’m committed to implementing the MLM’s mission: to provide safe, efficient and reliable transit across Northern Madrid communities with world-class customer service. One of my tasks shall be to put in place key performance indicators to measure the MLM’s success in meeting its customers’ needs as well as its efficiency in allocating resources. MLM’s focus on data-driven management is by implementing a business-like approach to managing and delivering safe, efficient and reliable transit service.ML1 link light rail travels between Las Tablas and Pinar de Chamartin Station, making nine stops along the way. ML1 trains run every 5, 8,5 or 15 minutes depending on the time of day. Service is available from 6 a.m. to 1:30 a.m. seven days a week. Reliable and high-capacity services are provided by using a fleet of electric-powered light rail vehicles with air conditioning and accessible low-floor design.The MLM light rail project is a 250 MM€ 30 year Public Private Partnership (PPP) contract with the Madrid region Government to design, build, finance, operate and maintain a light rail public transportation system. MLM partners are a combination of transport operating companies and external parties with experience in financing social infrastructure and transportation infrastructure project.As the Operator Franchisee, Metro is contracted by MLM for operations and maintenance of the ML1 light rail system. Our objectives are to: • Sustain a zero harm environment for our people, public, passengers and local communities • Be on time and reliable in operation • Deliver a quality world-class product, services and image• Provide economic and social benefits for our passengers, our community, businesses and project partners • Demonstrate value for money for the Madrid region and community • Achieve maximum potential of the system by encouraging people out of cars, into the light rail and promoting future connections. Show less

• 

  Metro de Madrid, S.A.

  Feb 2024 - now

  Development of Automatic Lines Director.

  Before 2030, Metro de Madrid will undertake the automation of two lines, Line 6 and Line 8, changing their operation from GoA2 to GoA4 in UTO mode. Between both lines they make more than 176 million trips annually.Two commitments for improvement have been set:• 2 minute headway (rush hours)• Multiply the Regularity of trips by 5. (approximately a MKBF of the UTO line greater than 200,000 km.).Line 6 is configured as the ring distribution hub for the metropolitan radial lines in Madrid. With a length of 23.5 km., has 28 stations, 7 of which are part of transport interchanges and 10 have connections with other lines.This project represents moving Line 6 from the current 19 trains/hour to 30 trains/hour and from a current maximum transport capacity of about 16,000 pphpd to about 34,000 pphpd.Line 8 is 16 km long and 8 stations, connecting the center of Madrid with the Barajas airport and the main exhibition center of the city. With the new trains and the increase in commercial speed, its transportation capacity will go from 10,000 pphpd to around 20,000 pphpd.My main responsibility as Director of the Automatic Lines Development project is to build a UTO Operation Model, applicable to any new automatic line in the Madrid Metro and in close collaboration with the Operation and Engineering departments, to upgrade the two lines 6 and 8 into this modality before the end of 2030. Both projects, of the brown field type, must be undertaken with minimal service interruptions and achieving adherence to the new model of the unions.The total investments planned to undertake both projects will exceed 600 million euros.The set (L6 plus L8) is currently considered the fastest automation project in the world, according to UITP standards. Show less