How did you go from being public enemy #1 to earning your team’s trust?

Okay, it's an airplane. I'd even say it's a Boeing.and I'd say it's probably a 737, but hey, that's just for geeks.

How did you go from being public enemy number one to proving yourself as trustworthy to the team?[Laughter] That's a good one.

Well, I don't think I was public enemy number one, but there definitely was a point of mistrust.

I joined Vueling in 2016 because I was hired by the CFO.

From that moment on, Sonia Jerez took charge of financial control operations. Basically because there were some large deviations within the Operations department, and it was unclear why.

And when we talk about large deviations, we are talking about deviations of millions of euros in a month.

Sure, you walk in and you're the finance person who sits at Operations.

In quotation marks, also known as "the spy." Breaking that has its elements.

Because in the end, what people see at first is the guy on the third floor.

Who came here to see what is happening and he is going to expose us in front of everyone during the monthly closing review, right?

And getting rid of that label is complicated.For me, the most important part is once again a matter of building trust.

But here it's about building trust with the various directors and managers.

Operations, in the sense that: you are not here to shame them when there is a problem, but rather to help them solve problems.

Help them identify problems and understand why we have those problems.

What they are and include any elements that may help to resolve them,to demonstrate that what you are going to do is collaborate, not audit.

And when you create that situation of trust, in the end what happens is that people open up and you have an open book,and then you have access to much more information and allows you to manage things much better.

If you have more information, you can get ahead of things.

You can be more proactive, less reactive, and mitigate potential problems before they arise.

What we need to look for is how we can collaborate and improve things while not hindering other people's way.

So, what we need to do here is: how can I help you?

How do you win over all the teams that aren't your team?

In other words, treat them as if they were your team,especially if you have a position that is somewhat cross-functional,you will have very different teams.

There is always friction between different teams from different origins or of a different nature. This is normal.

In other words, between the sales team and the finance team, between the Operations team and the Marketing team.

People bump into each other and they're like rocks.

Over time, that clash smooths them out and they end up coming out like a stone that looks like a mirror it is so beautiful.

Ultimately, it comes down to the ways of working that have an impact.

And here, what we need to do is figure out how to refine those ideas and that way of managing day-to-day operations.

But to do that, you need to create a foundation of trust where people are willing to open up and share everything

Both what they control and can teach in a presentation and what they do not control.

Nor would you want everyone to know, right?EThe moments when they messed up and made a bad decision,Well, the company has suffered a financial loss, and that happens in many companies.

Especially those from southern European cultures.There's a lot of this "I try to cover up my mistakes as much as possible." I think it's more a cultural issue in these countries themselves than in the companies per se, but it is transferred.

So, when you manage to create an environment of trust because they see that you are someone who genuinely wants to help them do their job better,You see the good and the bad, and you can start to understand what isn't working and propose solutions that make the good better and the bad less bad.

The worst thing you can do with that information is to expose it publicly.

So, with that information, you need to know what part of that information must be communicated to the finance team.

What part of that information do you have to manage on your own?

The Operations Department?In the end, it's also a learning experience for human relationships in general.

Well, but there isn't that much difference between, say,work relationships and other relationships.

In relationships with people,You have the power to say, "Well, I don't want to see this anymore,and I'm leaving." It doesn't happen at work. That's the difference.

But when it comes to dealing with them, treat others as you would treat others as you would like them to treat you.

But genuinely ask, "How are you?" That point shows that you care about people and later people really appreciate it.

In other words, the attitude you have every day from the moment you wake up until you go to bed.

Sleeping changes the lives of many people.This point of being a little more human changes things.