Wilbe
Expósito

Challenge

Regional and corporate teams lost hours every week to scattered spreadsheets, duplicated venue master data and email back-and-forth. There was no single source of truth, no role-based access and no self-service for 50 sites.

Objective

Design and deliver — end to end, as sole owner — one internal web platform that unifies the venue master directory, a project/roadmap viewer for managers, staff scheduling and a structured Q&A flow, ready to run on the company's Microsoft 365 stack, in 8 weeks.

Approach

• Wrote the product vision and scope; set one master file as the single source of truth feeding every screen through an automated pipeline — zero duplication.
• Built role-based access (corporate vs. site managers) with account-based identity, SSO-ready for the corporate directory.
• Designed dropdown-driven data entry (departments, scope, venues by SAP code, management regions) so any change reflects instantly across the manager-facing hubs.
• Designed a low-code "local-replica-equals-production" setup on Microsoft 365 (SharePoint Lists + Power Automate) and wrote the deployment runbook for a clean hand-off to IT.
• Built AI-augmented: generative AI (LLMs) accelerated the construction — under my own product spec, architecture choices and review.
• Ran my own QA/QC like a senior delivery team: end-to-end verification, data integrity, accessibility and responsive checks.

Challenge

Two recurring drains on venue operations: closing-shrinkage spend drifting away from the corporate target with no structured control behind it, and managers losing about an hour every day manually planning and assigning the team’s operational tasks.

Objective

Design, build and roll out two lightweight self-service web tools — one to put shrinkage control on rails, one to automate daily task assignment — across four cinemas, in four weeks, with zero budget and no external development.

Approach

• Built a closing-shrinkage control tool around the corporate ceiling: target thresholds, level alerts, a proposal engine and a monthly register — every venue tracking against the same goal.
• Built an operational task assigner that plans the day and auto-distributes duties across the team — balanced workloads, fixed vs. variable tasks, incident log and a printable day sheet.
• Governance built in: both tools follow the team’s hierarchy and run on controlled parameters — corporate rules and thresholds baked in as defaults, not left to interpretation.
• Data persisted locally with one-click JSON export / import for backup and portability — zero infrastructure, zero IT dependency, nothing sensitive leaving the venue.
• Designed both for adoption, not training: self-explanatory UI, sensible defaults, and the manager’s real workflow as the starting point.
• Built AI-augmented — generative AI sped up construction; the spec, the governance and the QA were mine. That’s how two tools shipped in four weeks with zero budget.
• Rolled out to 4 venues and iterated weekly on real feedback from the managers using them.

Challenge

Deliver six renovation projects in parallel — exterior rebrand, two full room refits, a six-screen laser projector upgrade, kiosk rollout and digital signage — inside a cinema that had to keep trading, with zero tolerance for operational downtime.

Objective

Plan and execute all six on time and on budget, months ahead, with every team clear on its role — and without a single day of lost operation.

Approach

• Mapped the full scope of all six projects before touching anything, sequencing the work to protect trading hours.
• Briefed and aligned each team weeks ahead, so everyone knew their role and what "done" looked like.
• Tracked every milestone, coordinating external vendors and internal teams across overlapping timelines.
• Ran it as coordinated workstreams — clear owner per stream, dependencies mapped across overlapping timelines, and blockers cleared fast in short, regular check-ins.
• Ran the kiosk workstream as a model of how I work: spotted the opportunity, scoped it end to end, and scaled from 2 to 4 units.

Challenge

Energy was the single largest controllable cost in the P&L, and it was tracking over budget — with no structured control, monitoring or visibility behind it.

Objective

Build a structured optimisation project to bring energy spend under control, and prove that disciplined execution — not blunt cuts — protects margin.

Approach

• Identified energy as the biggest controllable lever through P&L and consumption analysis.
• Ran an AC system overhaul and introduced continuous consumption monitoring.
• Coordinated and renegotiated with vendors around real usage data, not assumptions.
• Applied the same discipline to maintenance — weekly fault tracking and pattern analysis to fix issues before they broke.

Challenge

Launch a new product brand from a validated market gap — with no team, no brand and no supplier relationships — independently, self-funded, and with zero safety net.

Objective

Deliver a fully operational brand — product, supply chain, identity and active sales — to market in four months, owning every workstream end to end.

Approach

• Validated the concept with real customers before building anything.
• Defined scope and milestones, then sourced and negotiated with suppliers from scratch.
• Ran parallel workstreams — design, digital and logistics — tracked weekly against a self-set baseline.
• Cut two product lines mid-project when timelines were at risk, protecting the launch date.

Challenge

Run two stores on a combined P&L while leading a regional Kaizen programme — and embed a new way of working that wouldn't fade the moment attention moved elsewhere.

Objective

Drive commercial growth through data-led decisions, and roll out continuous improvement across the Canary Islands so that it actually continued.

Approach

• Made assortment, layout and stock decisions on data, planned well ahead of each season.
• Owned all HR and workforce decisions across both sites — hiring, scheduling, FTE control and supervising store managers.
• Led the regional Kaizen rollout, making sure every team understood the reasoning behind each change — not just the steps.