Juan Roure is a Professor in the Entrepreneurship Department and has been a member of IESE''s International Advisory Board (IAB) for the last ten years. He also currently sits on the International Advisory Board of IAE (Argentina). He was a Visiting Professor at Stanford University, INSEAD, Harvard Business School and CEIBS (China). He holds a Bachelor''s Degree in Industrial Engineering from the Universitat Politècnica de Catalunya (UPC), an MBA from ESADE, an ISP from Harvard Business School and a PhD from Stanford University.
His areas of interest include:
Strategies for Growth and New Businesses. Prof. Roure has led many workshops on strategic reflection with leading corporate management teams to build their strategies and plans to release their entrepreneurial potential. He has worked with the following organizations, among others: CAIXABANK, REPSOL, GAS NATURAL, TELEFÓNICA, DEUSTCHE BANK, BANCO SANTANDER, TECHINT, C.H. WERFEN, SAR, DISA, ISOLUX-CORSAN, PANREAC, MEMORA and AIRBUS MILITARY.
Private Equity. He has consulted on and participated in several operations to raise capital and/or sell business ventures. He also started up and directed IESE''s Business Angels and Family Offices Network. He is the President of the Spanish Association of Business Angels Network (AEBAN). He is a member of the Board of Directors of the Catalan Finance Institute and Vallis Capital Partner. He formed part of the European Advisory Board of the Carlyle Group.
Startup and Revitalization of Boards of Directors and Family Councils. He is the co-author of Good Governance in Family Business, which was published by the Institute of Family Businesses. He has led workshops to increase the effectiveness of boards of directors and family councils for the Association of Family Businesses in Catalonia, Madrid and Andorra, and with Fomin in several Central American countries. He sits on a number of boards of directors and advisory councils.
Development of Family Offices. Prof. Roure is developing a series of case studies and projects on how a family business can be transformed into an entrepreneurial family. This involves restructuring the governing bodies, family agreements or protocol and the family business strategy, and developing the family office.
He is the co-author of an international study on key factors in the creation and development of family offices in which more than 100 entrepreneurial families participated.
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