Miquel Cano is the IT Manager in our IT department. Miquel graduated as a technical engineer in data management, and at present he is the person who plans, implements and oversees the information systems and the security of information at Rosclar
He is a technical engineer with a passion for mountaineering, basketball, DIY and home automation, while his undisputed talent helps us to continue improving every day.
We asked him to tell us a little about his profession and how he applies his knowledge to Rosclar.
When and how did you begin to work at ROSCLAR?
In May 2015, I was looking for a change of direction in my career, which up until then had been focused more on software development. With 10 years’ experience under my belt, I decided to pursue IT management, and an opportunity came up for me at Rosclar. The company was looking to create an internal IT department and I was given the task of setting it up.
What does being an IT Manager entail? / What is your speciality?
Being an IT Manager involves working together with company management to define all the strategies and digital processes that enable the company to operate smoothly. What’s more, in the case of Rosclar, it means reframing all the operational activities around automation and decentralised management, with the aim of optimising performance and, above all, quality of service. As a result, everything becomes easier and more convenient for the internal staff and better customer service is achieved.
My speciality is improving processes from the perspective of data management and business needs.
Can you describe a typical day for you at ROSCLAR?
Due to the challenges presented by computing today, and because Rosclar is constantly growing, my day-to-day work is very varied. It can range from solving a software incident or spending hours in front of a whiteboard drawing process diagrams to attending to the needs of team members. Far from being monotonous, my days at Rosclar tend to fly by. I constantly feel there remains a lot to be done and that we are still not doing things as well as we could.
What are the biggest challenges of your profession?
Quite simply, staying up to date. Whichever way you look at it, in this profession you must be alert to the changes and threats that can affect a highly digitised company like Rosclar.
On the one hand, we have the question of cybersecurity; in recent times, this has been one of the main concerns for most of my colleagues in this profession, since they have been subject to attacks from both large international corporations and small neighbourhood businesses. You can only overcome the feeling that you are vulnerable by constantly improving your defences and, above all, having a good team that is able to adapt and commit to continuous improvement.
On the other hand, there is the necessary trend towards digitisation and the, in many cases highly advisable, virtualisation of companies’ operational processes. We live in an age of immediacy, with an abundance of extremely competitive digital services that most corporations are able to afford. Choosing the best solution for your company from among all the options available is not always easy, and there is no doubt that this represents one of the biggest challenges for all IT Managers.
What are the latest trends in your speciality? Will you be incorporating these at Rosclar?
As far as infrastructures are concerned, the trend is towards the replacement of physical systems with virtual systems, opening the door to pay per use (IaaS – Infrastructure as a Service) and gaining access to state-of-the-art solutions with limited prior investment, thereby reducing the degree of risk. What’s more, virtual systems offer greater flexibility when it comes to implementing back-up, high-availability or disaster recovery solutions, so a larger number of companies can have access to these.
As for data management, the current trend is towards a focus on Big Data. There is now an awareness that large quantities of data which until now had not been considered relevant to a business actually offer considerable added value to those who look beyond the result when reading them. Today, in many cases there is a tendency to place a higher value on how rather than what.
Over the last few years, Rosclar has been updating its infrastructure, making the transition from physical to virtual structures, and implementing solutions that allow us to continue our operations in the face of many possible situations, one example being the impact of COVID-19. Furthermore, as far as data management is concerned, we are constantly improving our processes through digitisation; we are capturing and analysing all the information generated by our regular operations in order to obtain indicators that facilitate analysis and the implementation of improvements. In doing so, we achieve a standard of high-level governance that enables us to make Rosclar a little better every day, both for our employees and our clients.
What do you value most about working in a company like ROSCLAR?
Without doubt, the clear commitment – and not just from management – to continuous improvement. Across the company, from our CEO to the specialists who attend to our clients on a daily basis, there is a clear conviction to relentlessly pursue this goal. At Rosclar, we are strongly focused on the path that leads towards greater efficiency, towards working in better conditions and offering our clients the best possible solution.
Do you have any advice for companies that need a payroll service?
I would advise both our current and future clients that when choosing a Payroll Service provider, they should be very much aware of the possible impact on their organisation of a payroll service that does not go beyond a payslip and a payroll summary.
A good Payroll Service must protect the principal asset that companies have: their employees. This means going much further than a payslip and a payroll summary. It involves accounting, taxation, social security contributions, legal advice, liquidity, adaptability… A good Payroll Service is invisible, but if it is not in place, its absence is felt beyond the HR department.
In summary, I would tell them to reject any provider that simply aims to do the payroll calculations, and to concentrate on looking for those providers whose true intention is to help to safeguard their company’s principal asset: their employees.
