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Strategy
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The role of the Process Manager has become a key element within Bergner’s internal structure. Behind every streamlined workflow, every integration that enhances communication between areas, and every piece of data that arrives clearer and more reliably, there is ongoing work in analysis, coordination and continuous improvement. From process reviews to the transversal management of information, everything is geared towards making the company more agile, connected and efficient.
Today we speak with Laura Calvo, Process Manager in the IT Department, to understand in depth how this role works, how it contributes to Bergner’s efficiency and what lies behind this discreet but essential position that connects areas, people and decisions:
The role of the Process Manager consists of understanding how internal processes work and helping them become more fluid, efficient and coherent with one another. I work between business and technology, so I often act as a bridge: I identify what is needed, what is slowing things down and how we can improve the way we work with systems and data.
I work with processes that affect several areas, especially those related to data management and the flows handled by RPS. The idea is that information is managed correctly, that there are no redundant steps and that decisions are made using more reliable data.
The transition has been very positive. I come from an area closely linked to the business, which has given me a fairly comprehensive understanding of how it works. That background helps me understand processes from another perspective. This move to the Innovation, Processes and Systems team is allowing me to learn and develop in a new area where I continue to grow gradually, with a desire to contribute while still learning.
It depends on the project, but I usually work with different teams from Operations, Collections, Marketing and, of course, my colleagues in IT. I am often where a process runs across several departments or where we can contribute solutions or tools to simplify daily work. I always like to emphasise that it is team work: things work best when all the involved departments collaborate.
The biggest challenge is balancing what the business needs with what technology can offer, especially when we talk about data, integrations or automations. Another important challenge is ensuring that all processes are aligned and that changes make global sense and deliver value to different areas and teams.
It brings clarity and coherence. It helps teams work in a more organised way, ensuring systems are used optimally and effectively. It is work that might not be immediately visible, but which shows in greater agility and fewer errors.
Being able to participate in projects that connect different areas is something that motivates me and allows me to get to know parts of the company and processes I hadn’t seen so closely before, while also gaining a more transversal perspective. This combination of technical and practical aspects gives me the opportunity to learn new tools and solutions and apply that learning in day-to-day work.
