1. enrique roca Alfonso XII, 39‐41, Atico 2B ,Barcelona, 08006, Spain
mobile 34 669 10 64 77, home 34 93 200 70 76
eroca@telefonica.net
Areas of expertise
P&L Management – Marketing Management ‐ Sales Management – Export Management
Profile
Long P&L Management experience. Wide international experience having led national, regional and
global teams. Held positions of responsibility in Europe (Spain, France and UK), Latin America
(Venezuela), North America (US) and Asia (Singapore). Deep experience designing company strategies in
medium sized enterprises (Saloni, Cata Electrodomesticos) as well as for global corporations
(Exxonmobil, BP Oil). Superb knowledge of sales & marketing disciplines, direct or via distributors and
agents, to a wide variety of clients including key accounts. Expert in brand positioning, strategic
marketing, development of new products, project management and innovation processes.
Experience
CATA APPLIANCES, TORELLO (BARCELONA) BATH & KITCHEN APPLIANCES MANUFACTURER WITH
TOTAL REVENUES BEYOND M€120
Early 2009 I was offered a superb opportunity to come back to Spain and lead a new extremely
motivating project:
SINCE JANUARY 2009, EXPORT GENERAL MANAGER AT CATA APPLIANCES, BARCELONA, SPAIN
As Export General Manager of this highly dynamic catalonian company, my personal contribution to the
results comes from:
Command strategic focus shift from mature markets to emerging economies throughout Asia and
Latam regions
Establishing new own‐brand distribution networks reducing exposure to private labels and OEM labels
Despite global recession scenario, I managed to make export department sales grow by 5% in 2010
BP OIL, ENERGY SECTOR MULTINATIONAL COMPANY WITH NET TURNOVER HIGHER THAN $22,000
MILLION. 97,000 EMPLOYEES IN OVER 100 COUNTRIES.
In 1996, BP and Mobil established a joint venture in Europe for the joint commercialization of their
lubricant and fuel products. When the alliance was dissolved in 2000, the management of BP Europe
Lubricants offered me the post of commercial director in France. Since then I was promoted 3 times in
national, regional and international posts. I run an international portfolio of brands, which generated a
net turnover of more than $326 Million; I also managed the development of new products, innovation
processes and the marketing strategy of these brands worldwide.
SINCE MAY 2004, GLOBAL MARKETING DIRECTOR OF THE MOTORCYCLE LUBRICANTS RANGE,
SINGAPORE AND UK
Hold P&L responsibility for the whole line of Castrol and BP motorcycle lubricants. The total value of
this business is in the area of $326 Million. In 2007 the business grew 10% in spite of the fact that this
category is in decline, especially in the more mature American and European markets. I managed a
team of Marketing Regional Directors and Brand Directors in every one of the global regions with a total
budget of $30 Million and my personal contribution to the results came from:
2. Leading the five‐year strategy review process in order to define new country delivery plans and new
business priorities in terms of geographic focus and market segmentation.
Expansion strategy of the Castrol brand through the creation of a franchise system, “Bikezone”, and of
flagship workshops, “Bikepoints”. We currently have more than 5000 such centres throughout several
Asian countries.
Launching this company’s first global campaign. Together with my team I created the “Trizone”
concept ‐ especial protection for 4‐stroke engines. To this end I co‐ordinated the work of technicians,
marketing experts, production, purchase and advertising agencies throughout the world. The result was
a 20% increment in the sales of 4‐stroke products with a total investment of $15 Million (TV, radio,
press, online, training, events and promotions).
2002‐2004, MARKETING DIRECTOR OF THE AUTOMOTIVE LUBRICANTS IN LATIN AMERICA, CARACAS
(VENEZUELA), AND MIAMI (USA)
In 2002 I was promoted to the post of regional marketing director for Latin America for the automotive
product line with a net turnover of $200 Million. I led a team of 8 national marketing directors and I
managed a total budget of $12 Million. During this period I managed to increase sales in spite of
adverse economic conditions and budget reductions.
Re‐launching in Brazil of the GTX brand, the most important brand in the Castrol portfolio. We
achieved a 15% price increase thanks to the differentiation created by the technological improvement of
the product.
Rationalisation of the range of products thus providing ourselves with a more competitive cost
structure.
Launching in Mexico of the new product GTX Alto Kilometraje (High Mileage). This currently
represents more than 30% of the GTX brand total business turnover in Mexico, which generates a
margin 30% higher than that of the conventional GTX version.
2000‐2002, BP AUTOMOTIVE LUBRICANTS COMMERCIAL DIRECTOR, PARIS (FRANCE).
I managed a team of 16 people, which included commercial, marketing, technical service and customer
service. At the end of this 2‐year period I reduced the structure to 10 personnel in preparation for the
fusion with Castrol’s commercial services, the company that was acquired by BP in 1999. Nonetheless
our sales went up by 5% annually, reaching a net turnover of $20 Million.
Our sales to hypermarkets increased by 35% thanks to the implementation of category management
programmes. We helped Carrefour to create the “drivers area” thus contributing to the growth of the
automotive category in all its centres.
In this price deflationary period it was very important to contain the cost structure, which made it
difficult to increase coverage. Therefore I created a department of sales via distributors that quickly
brought an increase in our sales coverage.
Implementation of a sales management integrated information system in our distributors’
warehouses. This system facilitates the control of sales to both the primary channel (wholesalers) and
the secondary one (retailers) thus improving the efficiency of the price policy and optimizing marketing
investments.
MOBIL OIL, CURRENTLY PART OF EXXONMOBIL, $39,OOO MILLION, FIRST GLOBAL COMPANY IN
TERMS OF NET PROFIT, 123,000 EMPLOYEES IN MORE THAN 100 COUNTRIES.
In 1992 I joined the lubricants department in Mobil Oil. My objective was to gain international and
managerial experience in a large multinational company. In 8 years I had five different jobs, each with
progressively higher responsibility, in sales and marketing for Spain, Portugal and France. The sector for
automotive lubricants is a good place to learn about the commercialization of consumer products
3. through every sort of channel including wholesalers, retailers and hypermarkets. My main aim was
always to professionalize the sales and marketing teams in order to put an end to the sale of “oil” and
start to sell sophisticated “lubrication services”.
1999‐2000, MOBIL OIL LUBRICANTS MARKETING DIRECTOR, PARIS (FRANCE)
In 1999 I was named marketing director of Mobil Oil Department of Lubricants in France. I had a budget
of $5 Million and a team of 7 that included advertising, market research, promotions and management
of the Mobil 1 consumers club. However, the main challenge was to optimize marketing investments
avoiding a negative impact on sales.
20% reduction in the marketing budget avoiding a negative impact on the sales figure. Review of
sponsorship contracts and agreements with car and motorcycle manufacturers to achieve a more
favourable situation for the company.
Turning the advertising agency fixed commission into a variable commission linked to the actual
impact of advertising campaigns on sales.
Outsourcing of the consumers club management. Improvement of the response time to consumers,
variable cost linked to the number of consumers and more and better activities.
1997‐1999 SALES DIRECTOR IN FRANCE FOR AUTOMOTIVE PRODUCTS, PARIS (FRANCE)
After three years of good results in charge of the sales of automotive products in Spain and Portugal, the
company offered me the opportunity of widening my international experience. To start with I was
named director of the Eastern region, with its headquarters in Lyon (France), where I was in charge of a
team of 6 people and where sales went to all kind of customers such as truck fleets, public works,
cooperatives or machinery manufacturers such. However, after a short period of time, the company
decided to create a department of direct sales to large accounts, and appointed me to manage it.
I created the figure of the specialist in large car dealer groups with a more financially oriented profile.
In two years they represented more than 30% of the total sales figure.
I recruited a team of 10 and trained them in sales and marketing techniques achieving a net business
turnover of $20 Million.
We managed to get a 10% increase in the business with hypermarkets (Carrefour, Leclerc) using both
the private brands and our own brands.
1994‐1997, AUTOMOTIVE PRODUCTS SALES MANAGER FOR SPAIN AND PORTUGAL, MADRID (SPAIN)
In 1994 I was commissioned to create a new direct sales department. Until then all sales had been done
via distributors. However, they were not qualified to do sales to large companies such as car
manufacturers or their dealer networks. I started with a team of 6 people that soon moved to 10
including technical assistance and trade marketing. We doubled the sales for two consecutive years and
reached a net turnover of $17 Million. Following the great work performed in the previous two years I
was promoted to automotive sales director for Spain and Portugal with a team of 15 people and a net
turnover of $27.5 Million.
I managed to renew the recommendation agreement with BMW Iberica. As a result of this at the end
of the second year we reached a market penetration of 75% in the BMW network.
I signed the recommendation agreement with Rover España, which immediately enabled us to
increase our sales by 25%. This also opened for us the doors to two of the largest car dealer groups in
Spain, Soler and Salamanca.
I created an innovative system of customer loyalty by implementing a three‐year guarantee on
mechanical pieces when using the lubricant Mobil 1.
4. 1992‐1994, LUBRICANTS MOBIL PRODUCT MANAGER, MADRID (SPAIN)
My first job with Mobil Oil consisted of creating a trade marketing department. With an annual budget
of $1 Million, I created sales support programmes such as sponsorship, organization of events, training
seminars and incentive programmes to distributors and sales teams.
Incentive system linked to volumes and product mix. There was an increase in sales via distributors of
15%.
Implementation of an innovative system of cooperative advertising with distributors, which enabled us
to quickly double the reach of our own advertising.
SALONI CERAMICA, CASTELLON, CERAMIC TILES MANUFACTURER WITH NET TURNOVER OF EUROS
140 MILLION, 700 EMPLOYEES AND DIRECT DISTRIBUTION IN EUROPE, USA AND CHINA.
Once I finished the then official military service, I started working for this medium sized company with
the objective of quickly gaining commercial experience with a wide variety of clients, channels and
countries.
1990‐1992, EXPORT SALES REPRESENTATIVE , CASTELLON, (SPAIN)
Sales representative to South‐East Asian countries (Hong‐Kong, Singapore, Indonesia, Malaysia, Brunei,
Macao) and Canada. Direct sales to large accounts (construction companies or large construction
material trade chains) and sales via distributors and agents.
I managed to increase sales by 12% and to avoid any kind of non‐payment in a region where this
practice is very common.
In Canada I led a project to change the distribution system. I launched a market research project to
identify future direct clients and distributors that would make it possible to end dependency on the
exclusive distributor. As a result, sales quickly shot up.
Education
1988‐1989 MBA, Instituto de Empresa, Madrid
1980‐1985 BA (equivalent) in Sociology, Universidad Complutense, Madrid.
1980‐1985 BA (equivalent) in Political Sciences, Universidad Complutense, Madrid
Other relevant courses: 2006, Leading Your Self, INSEAD, Fointainebleau; 2005, Sales and Marketing
Leadership Program, KELLOGG School of Management, Chicago, USA; 2003, Project Management
Program, BP, Miami, USA.
Personal
Date of birth: 28/XI/62
Marital status: married
Nationality: Spanish
Languages
English: fluent, both spoken and written
French: fluent both spoken and written
Catalan: very good understanding
