A-Player profiles have unusually strong adaptability, learn very quickly and are strongly action-oriented. They have a tendency to succeed and progress easily, regardless of the environment in which they're likely to evolve.Find out more
Deputy CEO & Director Of Engineering
I am an experienced manager in national/international projects related to avionics and Electronic Warfare Systems, including the full life cycle from the conception to the support. As Deputy CEO and CTO a of OrbitalCS I am currently leading more than hundred engineers with 6.5M€ of revenues in 2019 and 7.2M€ planned for 2020, before of that I was in charge of a portfolio of 20M€/year as program/area manager at INDRA including Electronic Warfare equipments and a complete catalog of Ground Support Equipments for aeronautical and naval platforms, creating a huge network on Airbus D&S, Air Forces, Army and the majority of principal manufacturers of Aerospatiale equipments on the Spanish Industry (Tecnobit, ITP, INDRA, CRISA, SENER, …) and abroad (Nexeya, MMSI, TAI, TEI,…). I managed over all these years teams of engineers directly, other heads of department and area managers in INDRA and Orbital along with local and international suppliers coordinating them in order to obtain the successful development of the company strategy.
Behaviours in the "influence" category are linked with providing direction. They include developing a professional network, managing teams, making decisions and being motivated to get ideas across. These behaviours provide insight on a person's natural ability to mobilise others and the way they establish relationships.
Behaviours in the "Cooperate" category are linked to facilitating collective work. They include mediating interactions between people, solving conflict, making use of the team's resources, and providing support for others. These behaviours provide insight on a person's natural ability to evolve within a group.
Behaviours in the "think" category are linked to conceiving projects. They include designing strategies, identifying project risks, evaluating tasks and activities, and contributing new ideas. These behaviours provide insight on a person's natural ability to process abstract rather than practical concepts.
Behaviours in the "act" category are linked to obtaining results. They include launching projects, implementing action plans, monitoring outcomes, or controlling production quality. These behaviours provide insight on a person's natural ability to understand practical rather than abstract concepts.
Behaviours in the "feel" category are linked to controlling one's emotions. They include managing stress, investing one's energy, and radiating a positive vibe. These behaviours provide insight on a person's natural ability to express and channel their emotions in different contexts.
It is often thought that creativity and structure stand in the way of each other; David García Boyero is the perfect counter-example. His curiosity is piqued by novelty and he favors stimulating, fast-paced work, but this does not stop him from producing high-quality work. He is careful not to become complacent, and focuses on seeing his projects through to completion. He goes about his work independently, focusing more on his mission than on the relational aspects of his work.
David García Boyero channels most of his energy towards taking action. His main drivers push him to act and take risks. He needs to be stimulated to maintain his interest in his activity or role. For him, stability is synonymous with boredom and weariness. It is better to give him new challenges often.
Analysis is a key source of personal satisfaction for David García Boyero. He enjoys being able to approach situations in an objective and rational manner. He is particularly invested in ensuring important decisions be made in this way, rather than based on intuition or to satisfy others' expectations.
Being able to instill a dynamic approach to work is a main source of fulfilment for David García Boyero. He demonstrates high energy and conveys that energy through his work, most notably by driving others to action. He needs to see projects progress and uses his restlessness to further their advancement.
David García Boyero particularly enjoys investing himself in the promotion of a project. He is passionate about advocating a product or project to stakeholders or team members. He draws significant satisfaction from carrying out presentations or making sales.
David García Boyero is an inspiring manager who tries to help his employees develop individually. He creates an action plan for each of them and positions himself as a mentor. He's a manager who pulls everyone towards a common goal but who can also take into account individuality.
David García Boyero expects a manager to take the lead and provide clear direction. He needs to know exactly what is expected of him, without any ambiguity. He believes a leader must clearly communicate a vision and set the example for the team. He is motivated by someone who values principles and reliability.
David García Boyero is best suited to cultures that prioritize personal results and accomplishments. He prefers environments that are flexible enough to adapt to change and foster innovation, without letting that flexibility hinder the attainment of objectives. He readily welcomes stricter rules if they facilitate coordination and contribute to achieving business goals. However, he will find routines and highly stable workplaces hard to bear. To maintain a high level of engagement, he needs stimulation from his environment, and a constant sense of improvement and progress at work.
Capacity to work autonomously.
Tendency to dedicate time to ensuring decisions are right.
Ability to easily assimilate new concepts through analysis.
David García Boyero has a considerable aptitude for assimilating new knowledge. He can learn from advice and from information he gathers on his own. Although he can find it helpful, he does not necessarily have to put new skills into practice in order to master them.
David García Boyero's spontaneous nature leads him to learn by testing out concepts and techniques himself. He finds that the best way to acquire new knowledge is to first try, develop his understanding through failure, and then try again. He can sometimes lack patience. To assimilate new ideas or new knowledge, he first needs to experiment by himself.