To mark the 25th anniversary of Empresa Exterior, the Director of International Banking at CaixaBank analyzes the transformation of the Spanish business fabric in the last quarter of a century, highlighting how the number of exporters has doubled and pointing to renewable energies, artificial intelligence and defense as the key sectors for the immediate future.
In this interview, Carlos de Parias, Director of International Banking at CaixaBank, assesses the evolution of Spanish foreign trade in the 21st century. He analyzes how milestones such as the Euro, the 2008 crisis, and the pandemic have boosted exports to represent 40% of GDP, positioning CaixaBank as a leading strategic partner.
CaixaBank: Leadership and a commitment to global service
CaixaBank It is one of Spain's leading financial groups and one of the most important banks in Southern Europe. It has a strong presence in the domestic market and a growing international reach, offering financial services to individuals, businesses, SMEs, and institutions. Its universal banking model combines customer proximity, innovation, and an extensive branch network.
The entity provides services in areas such as retail banking, corporate banking, investment banking, asset management, insurance and pension plans. CaixaBank stands out especially for its leadership in digitalization, being a pioneer in the development of technological solutions applied to banking, with the aim of improving customer experience and operational efficiency.
Committed to economic and social development, CaixaBank maintains a strong commitment to corporate social responsibility, promoting initiatives for financial inclusion, sustainability, and support for vulnerable groups. Through its activities, it contributes to the growth of the business sector and the progress of society as a whole.
Carlos de Parias: Consolidated experience in International Banking
Carlos de Parias Halcón She has extensive and proven experience in the banking sector. She worked for 17 years at CaixaBank and is currently Director of International BankingPreviously, he also assumed responsibility for the Corporate Banking Unit in the areas of Transactional Banking and Digitalization within CIB (2015/2019), for SMEs in Andalusia (2012/2015) and for the Corporate Finance Area (2008/2012).
During this period, he has been responsible for leading all types of projects and teams and has closed more than 150 deals with major companies in Spain, including Gas Natural, Endesa, EDP, and Abertis. He graduated from IESE Business School at the University of Navarra (Spain) in 1995.
Previously, he worked as a Director at XL Capital Assurance, as Regional Director of Corporate Banking in Andalusia at Deutsche Bank, and as Executive Director of Project Finance at Banco Santander. He has had the opportunity to work on financing projects with a global reach and maintain close relationships with clients and multilateral organizations.
Interview with Carlos de Parias, Director of International Banking at Caixabank
How do you assess the first 25 years of the XNUMXst century for the internationalization of Spanish companies?
Carlos de Parias: In these 25 years, the Spanish company has undergone a process of internationalization that I would describe as transformationalAt the end of the last century and the beginning of this one, the internet revolution democratized access to information. This allowed companies to move from a reactive position—where they exported because a customer demanded the product on a specific occasion—to a proactive position thanks to their market knowledge.
We have moved towards having highly professionalized companies with a clear strategy regarding which geographic areas to target and what competitive advantages to leverage. In short, internationalization has become a structural strategy that It's already part of the DNA of many Spanish companiesLooking at the big macro figures, the volume of exports has doubled, now representing a 40% of the Gross Domestic Product (GDP)Furthermore, we have gone from having around 25.000 exporting companies to being close to... 50.000which reflects a very important transformation.
What do you consider to have been the main milestones, challenges, and most significant developments in our foreign trade at the start of this century?
CP: There have been key moments that have acted as catalysts. The first was in 2002 with the entry of the euroWith a single market for people, goods, and capital under a common currency, businesses began to see Europe as a close and unique playing field. In fact, even today, More than 50% of current exports are still within the Eurozone.
Then came the global crisis of 2007-2008. Faced with a drop in domestic demand, companies had to invest in innovation and competitiveness to target new markets. Many who hadn't done so until then began to do so. Finally, the Covid He taught us how to work and manage companies remotely, which broke down mental barriers: if we can manage from home, we can sell to other countries. These three milestones have been the biggest challenges and have allowed us to expand Spain's international strategy.
What is the main strategic role that Caixabank plays in supporting the internationalization of companies and how do you plan to evolve that role?
CP: We too began our international adventure outside the Iberian Peninsula in 2000, with the opening of our first representative office in Milan. Since then, we have been a clear example of internationalization, expanding to have a presence in 25 countries with a team of more than 300 people.
This has allowed us to be the main value proposition for Spanish companies abroad. We currently have a commercial market share of 33%This demonstrates that our gamble was a success and that we are the bank of choice for Spanish exporters.
What are the biggest challenges and, at the same time, the clearest opportunities you identify for our country's foreign trade?
CP: The challenges of the environment are clear: geopolitical tensions and "cold politics," such as the use of duty or monetary policies that affect the competitiveness of economies. This forces companies to constantly adapt their international strategy. I would also highlight the intensity of regulation, which varies according to the degree of protectionism in each country, and the need to maintain certainty in the supply chain.
Following the volatility of energy prices and logistical problems, the globalization of the last 30 years is being questioned, and there is a greater emphasis on... restoring or having nearby suppliers. Regarding opportunities, beyond traditional sectors, I would focus on three key sectors for the coming years:
- Renewable energy: Spain has a leading global position with cutting-edge companies and there will be many opportunities.
- Artificial Intelligence (AI): Especially in AI-related infrastructure. Major Spanish construction companies and auxiliary service providers are already taking advantage of this dynamism.
- Defending: Due to geopolitical tensions, Europe is investing heavily in this sector, which is generating significant activity and growth opportunities.
What new features, tools, or key services are you promoting from your organization, and what makes them especially relevant right now?
CP: Our approach is based on three vectors. The first is to build trust through the peopleOur team of 300 experts in 26 countries provides support and guidance. The second is the products; although there is little product innovation in banking per seWe adapt it to the local reality of each country by providing customization.
The third vector is the competitiveness and agility, relying on a network of 1.600 correspondent banks And in digitalization, making all products accessible through our business app. It's about offering a complete value proposition: people who inspire trust, suitable products, and streamlined processes.
What trend or imminent change do you consider crucial for the coming months?
CP: We are learning to use the Artificial Intelligence to improve processes and personalize our value proposition. Personally, I believe it's the most transformational revolution we're going to experience. We're at a similar point to the launch of the first PC in 1993, but with an exponential rate of change: in three years we've advanced what previously took decades.
The challenge is not just leveraging technology, but understanding how it will change the world. There will be sectors of opportunity and others where AI will replace some of the value currently provided. As a risk management entity, we must anticipate these changes to position ourselves correctly.
What key piece of advice or fundamental recommendation would you give to any Spanish exporting company to succeed today?
CP: Internationalization cannot be something opportunistic or circumstantial; It must be something cultural.Once the commitment is made, it must be integrated into the company culture, changing systems and strategies so that foreign markets are considered a "natural market." It's an adventure that carries risks, so my recommendation is to surround yourself with people and partners who inspire confidence along the way, as is the case with the path we offer at CaixaBank.
Key figures on internationalization
| Concept | Key Fact |
|---|---|
| Weight of exports | 40% of Spanish GDP |
| Export companies | Evolution from 25.000 to 50.000 companies |
| CaixaBank Share | 33% market share in foreign trade |
| CaixaBank Presence | 25 countries and more than 300 professionals |
| Global network | 1.600 correspondent banks |
Key points and frequently asked questions about Foreign Trade and CaixaBank
Which sectors currently have the greatest export potential?
According to Carlos de Parias, in addition to the traditional sectors, the greatest opportunities in the short and medium term are found in renewable energies, infrastructures for Artificial Intelligence and the defense sector.
How has digitalization affected the internationalization of Spanish companies?
The internet revolution and the recent rise of AI have allowed companies to move from a reactive model to a strategic and proactive one, facilitating access to market information and enabling remote management of operations, especially after COVID-19.
What role does 'reshoring' play in the current strategy?
Supply chain tensions and energy volatility have led to questioning the extreme globalization model. Companies are opting to relocate their suppliers closer to home (reshoring) to gain security and stability in their international operations.
