José Masip leads the firm’s real estate practice. He has more than 15 years of consulting experience with a focus on business strategy, process design, efficiency, cost optimization and project management in different sectors. José has worked for CaixaBank, GDS Cusa, Grupo Santander, Aliseda, Altamira, Solvia and Haya, among others. José provided strategic advice to Banco Popular in the sale of its real estate platform (Aliseda SGI) and to Sareb, in the Íbero and Hispalis projects. Including a collaboration with the Santander Group in the creation of a factory at the international level of foreign trade (COMEX).

Describe your position in Axis Corporate

I am currently a partner at Axis Corporate, leading the practice within the financial services and real estate sector.

Assessing the operating environment, including internal NPL capabilities, external conditions impacting NPL workout and capital implications. Developing the NPL strategy, including targets in terms of the development of operational capabilities (qualitative) and projected NPL reductions (quantitative) over the short, medium and long-term time horizons. Implementing the operational plan, including any necessary changes in the organisational structure of the bank.

I have expertise understand as the management of the entire value chain from the loan (PL-NPL) to the sale or disinvestment of the real estate asset (REO,) in the main players of the market both asset holders (Santander, Sareb, Caixa, Sabadell, Bankia…) and the so-called “servicers” (Haya RE, Altamira, Anticipa, Servihabitat, Solvia…).

What do you value most about the position?

To be able to make things change, that brings value both internally and externally, through the close collaboration of a team with talent and commitment that is involved with both customers and the company itself.

Why did you join Axis Corporate?

I started my professional career in the field of R & D & I in the automotive sector and there one of the star projects that I led was the reduction of costs in a trial that lasted 30 days and in which the costs in time and resources were very high to the company. Finally, we analysed, designed and implemented a solution in which we obtained a reduction of more than 50% in costs and time. It was then that I was clear that the consultancy would provide me with a methodology of analysis, innovation and tangible results. Since then I have been in the sector for 20 years.

What are the key ingredients to being good at what you do?

The passion you put into what you do, regardless of whether it is something big or small, perseverance, flexibility and results orientation, are the key ingredients to obtain the satisfaction of being able to see that what you do transforms and becomes tangible. You know you have done well when you see that your work ends up impacting, not only in the way of doing things for the company, but also in improving its results.

What are your work methodologies?

From my point of view, there is no single methodology, nor is there a single leadership model, but success lies in applying the appropriate methodology based on the time, needs and expected outcome. However, in any application of the methodologies, these must contemplate 5 axes that we consider key in the transformation or development of the company: the processes, the organization, the systems, the management model and, finally, the change management that all this implies.