In 2021, she joined the L'Oréal Group, where she has held different responsibilities within the supply chain, contributing to operational efficiency initiatives. She is currently Key Account Supply Chain Manager in the FMCG division, where she leads collaborative projects with clients focused on data and sustainability.

From finance to fashion

• You started your career at Deloitte, in the transaction advisory area. What made you make the leap to the fashion and luxury sector?

My first work experience allowed me to work on projects analyzing companies and operations from a financial perspective. But over time I became interested in moving to an environment where I could work closer to the product and day-to-day decisions. The fashion industry had always attracted my attention because of its dynamism and the way it combines creativity and processes. That's why the opportunity at Loewe was a good step to make that transition.

• How do you remember your time at ISEM? What helped you the most to make that professional transition?

I remember it as a very complete stage, oriented to understand the sector from the inside. The case method allowed us to work on real situations and make decisions considering all angles: product, operations, retail, marketing and finance. This practical approach puts you in the role of a brand manager and allows you to understand the logic behind each decision. In addition, the value of the faculty was key: many were working professionals, which provided concrete examples, real problems and a very up-to-date view of how the industry works.

• What has been the most useful thing about FBA in your professional development?

The master's degree helped me develop a very practical understanding of how brands work: from planning a collection to managing logistical processes in very changing environments. The cases and the methodology applied gave me the tools to analyze similar problems that I have ended up facing in my day-to-day work.

Experience in fashion and cosmetics

• What motivated you to specialize in Supply Chain within the fashion and cosmetics sector?

From the beginning, I was attracted to an area where the impact on the business was visible. Supply Chain combines that analytical part with day-to-day operational management. In luxury I discovered a very precise supply chain and in cosmetics I found an even more dynamic environment, with fast product cycles and a constant need to respond to the challenges posed by the sector with anticipation and agility. This balance between analysis, operation and market rhythm has motivated me to specialize in this area.

• You spent more than five years at Loewe managing global distribution. What did working in a luxury brand teach you about operational excellence?

Working at Loewe taught me that operational excellence in luxury is not just about efficient processes, but about consistency. Every movement - from forecast to store distribution - must be perfectly aligned with the brand's standards. I also learned to work with a very rigorous traceability: where understanding "where each unit is" and "why" is key to making good decisions.

In addition, luxury requires very close coordination between areas, because availability and expertise go hand in hand. That combination of detail, rigor and transversal alignment is something that has marked my way of working in operations ever since.

• Having experienced the supply chain in a luxury brand and now in FMCG cosmetics, what are the differences in the way of working, the processes and the challenges of each sector?

In luxury, the supply chain focuses on precision, control and consistency. Volumes are smaller, production processes are more artisanal and any deviation impacts brand perception. Planning is very rigorous and coordination with other areas is key to ensure availability without compromising standards.

In FMCG cosmetics, the model is more dynamic and speed-oriented. Product cycles are short, volumes are high and launches are frequent. This requires agility and the ability to react quickly; for this, the use of analytical and automation tools is essential.

Both environments provide different but complementary supply chain competencies.

• In your first stage at L'Oréal, you managed new product launches. What's behind that process that the consumer doesn't see?

There is a lot of coordination behind a launch: adjusting demand with marketing and sales, securing raw materials and production capacity with factories and suppliers, coordinating with warehouses and aligning implementation dates with e-commerce and retail teams. The challenge is for all this machinery to move at the same pace. Consumers see the product the day it is released in stores or published in the media (TV, social networks, etc.); what they don't see is the synchronization work behind it so that it arrives exactly when it should at the point of sale.

Sustainability and Supply Chain

• Do you think sustainability can be a driver of innovation in the supply chain, rather than a constraint?

Yes, clearly. In the supply chain, sustainability forces us to review processes that have been working in the same way for years, and that opens up space for innovation. When you seek to reduce emissions, optimize packaging or avoid surpluses, you end up finding more efficient solutions and more agile operating models.

In addition, working with sustainability objectives forces very different teams to align, which can accelerate decisions. So, rather than a constraint, sustainability acts as a lever that pushes to do things better and build more resilient supply chains.

• How do you see the evolution of the Supply Chain professional's profile in the fashion and cosmetics sector? What new skills will be key?

The role is evolving towards profiles capable of managing complexity: more channels, more launches, more data, etc. This requires professionals with a clear reading of the business, who know how to prioritize and make decisions with information subject to change.

The ability to integrate technology into processes - from data visualization tools to more advanced forecasting systems - and to use that information to improve operations is also increasingly valued.

In addition, there is a greater demand for responsible management and logistics efficiency, driven by sustainability objectives. In short, the Supply Chain demands profiles with criteria, mastery of data and an optimization-oriented mentality.

Personal view and alumni advice

• What advice would you give to FBA students who want to focus their careers on operations or sustainability in the fashion industry?

I would tell them to start by understanding how the business works end-to-end. In operations it is key to have that complete vision: how it is planned, how it is produced, how it is distributed and how each decision impacts the final product. The better you understand the value chain, the easier it will be to contribute from any role. 

• What do you enjoy most about your job today?

Every day brings a new challenge and an opportunity to improve something: a process, the planning of a launch or a collaborative project with a client. The most motivating part of my job is seeing how small decisions add up and translate into real impact.