Dr. Ignacio S. Gatell

Mandate and scope

The current Digital Green Lean practice connects industrial and executive experience with the doctoral research. Its consultancy foundation was developed earlier through Excellence UAE; those earlier engagements are not presented as recent DGL client projects.

Main responsibilities and contributions

• Developed the Digital Green Lean framework through doctoral research on Lean leadership, Industry 4.0 and Circular Economy in process manufacturing, with two published scientific papers coauthored with Lucía Avella.
• Earlier Excellence UAE work covered strategy, Operational Excellence and business transformation across manufacturing and services.
• Designed project management structures, process and technical innovation approaches, value stream mapping, process reengineering and industrialisation around each business need.
• Mentored and coached executives, taught and supported emerging businesses through pro-bono consultancy.
• Relaunched the current practice after the thesis, connecting DigitalGreenLean.com with DrGatell.com for advisory, consultancy, research and executive education.

Mandate and scope

Led 25 professionals in the strategic repositioning of the Learning & Innovation Factory as BRIDGE Excellence & Process Industrialization, with a new identity, strategy, facilities, operating structure and commercial purpose.

Main responsibilities and contributions

• Designed short- and long-term divisional strategy and the 2 STEPS AHEAD direction, aligned with the group’s profitability priorities.
• Deployed Hoshin Kanri to connect strategic goals with operational targets and accountable execution.
• Upgraded facilities and infrastructure for advanced manufacturing, practical training, technology and innovation.
• Organised six functional pillars: Business Excellence, Process Industrialization, Capability Development, Technology and AI, Quality Assurance, and External Engagement.
• Expanded external industrial partnerships and commercial engagement; developed engineering bootcamps, leadership programmes on AI and the EDGE Excellence Model.

Selected results

• External revenue increased by 400% from 2024 to 2025 through external training and projects.
• Delivered more than 3,000 training days annually and achieved employee satisfaction above 92%.
• Repositioned the unit towards revenue generation and practical improvement, and achieved ISO 21001 certification for educational management.

Mandate and scope

Part-time senior consultant to executive leadership, supporting executive and senior vice presidents across strategic implementation, organisational design and operational continuity. Led the company’s COVID-19 response from 2020 to 2023.

Main responsibilities and contributions

• Coordinated the Medical Center, testing facilities, HR, Facilities Management, Security, access control and emergency procurement for a workforce of approximately 7,000 employees.
• Directed testing, isolation, return-to-work protocols, workforce rotations, medical interventions and arrangements for employees with health vulnerabilities.
• Implemented island mode and the personnel, transport and logistics arrangements needed to isolate essential operations from external contact.
• Supported strategic implementation across sustainability, environment, civil defence and medical operations, alongside leadership competencies, strategic thinking and stakeholder management.
• Designed organisational structures, roles, responsibilities and reporting lines, and aligned cross-functional initiatives with senior stakeholders.

Selected results

• Maintained operations without a COVID-19-related staffing shutdown during the period under his responsibility, including critical periods when staffing threatened continuity.
• The response covered 7,000 employees, with family support when needed, within a combined population of approximately 20,000 people.

Mandate and scope

Worked first as Chief People Officer and then Chief Operating Officer across two technology businesses: Gamium’s operational, monetised metaverse and DIDIT’s digital identity platform for KYC and KYB.

Main responsibilities and contributions

• Aligned strategy, organisational structure and service delivery with growth from the founding team to a multidisciplinary organisation.
• Built cross-functional leadership across People, Legal, Sales, Finance and IT.
• Designed recruitment frameworks, compensation structures, performance management and retention programmes.
• Developed legal and compliance frameworks for operations across the UAE, Spain and international markets, and processes supporting ISO 27001 certification.
• Connected people and processes with blockchain-based identity verification and transactions, then supported the move from a fully remote organisation to centralised working in Barcelona.

Selected results

• Supported growth from six founding partners to more than 25 people, with strategy and structure aligned to the expanding business.
• Professionalised service delivery and achieved ISO 27001 certification within the relevant process scope.

Mandate and scope

Led more than 100 professionals across transformation, innovation, quality and health functions, combining enterprise-wide efficiency improvement with corporate management systems and healthcare operations.

Main responsibilities and contributions

• Led systematic process optimisation and waste elimination across the enterprise.
• Designed and managed employee-driven innovation programmes, linking participation with improvement projects and operational results.
• Oversaw management systems covering quality, environment, safety and automotive requirements: ISO 9001, ISO 14001, ISO 45001 and IATF 16949.
• Directed the Medical Center and emergency response capabilities, insurance management and organisational development.
• Worked with operational teams to translate transformation and innovation priorities into sustained execution.

Selected results

• Enterprise efficiency initiatives delivered annual savings in the USD 12–20 million range.
• In 2019, the combined innovation system and Lean projects received approximately 40,000 employee ideas and delivered USD 18+ million in yearly audited savings.

These figures describe different programme scopes and must not be added together. The innovation result includes the combined system and Lean projects, not employee suggestions alone.

Mandate and scope

Designed and developed Operational Excellence across manufacturing and support functions, leading more than 25 professionals from EMAL’s early development and through subsequent integration work.

Main responsibilities and contributions

• Established the employee innovation system from the construction phase in 2009, later supporting the integration of EMAL and DUBAL systems at EGA.
• Led strategic analysis, planning and Hoshin Kanri deployment to align improvement initiatives with corporate objectives.
• Standardised Lean Manufacturing culture across sites through training programmes and certification pathways for different organisational levels.
• Coached senior management and executives in Operational Excellence and Lean principles.
• Developed internal capability to sustain improvement across production and support functions.

Selected results

• Reported improvements included a 5% increase in foundry efficiency and a 12% reduction in the maintenance budget.
• Results also included a 4% reduction in casting rejection, a 2% reduction in potline energy consumption and a 45% improvement in planning compliance.

Mandate and scope

Progressed through technical, production, quality, consulting and European leadership roles in aluminium manufacturing.

Main responsibilities and contributions

• Europe Operational Excellence, Planning & Manufacturing Manager (2007–2009): led deployment across European operations, standardising practices and driving performance improvement with a team of more than 50 professionals.
• Primary Europe Casting Operations & Technology Manager (2006–2007): managed casting technology, operations, process improvement and quality, leading more than 600 professionals.
• Operations Management, Pittsburgh – Lean Manufacturing Consultant (2005): selected for a corporate consulting assignment supporting transformation initiatives at global sites.
• Europe & Spain – Lean Manufacturing and Quality Assurance Manager (2003–2005): pioneered Lean implementation across Spanish and European facilities.
• Spain – Casthouse Process Engineer and Production Coordinator (1999–2002): developed technical and production-management expertise in aluminium processing.