01 Executive Summary
Operations and executive leader with a track record of building the operating systems that let technology companies scale without losing control — across FinTech, Payment Processing, HealthTech and SaaS. I bring the profile a CEO/COO mandate calls for: experience synchronizing Product, Engineering, Legal and Finance under one operating model, direct exposure to regulated payments and fintech environments, and a proven habit of turning analytics into a decision engine rather than a reporting service. I am candid about where my experience is direct and where it is adjacent, and I build a fast, concrete plan for closing any gap in partnership with the specialist teams already in place.
02 Key Results
Figures represent different transformation engagements across four companies. Some details remain confidential under NDA.
03 Core Competencies
04 Professional Experience
- Built SDLC and delivery governance from scratch across engineering, product, QA, DevOps, design and security — with direct reporting to the CEO/Founder.
- Introduced sprint planning, an ownership matrix and reporting cadence, replacing an environment with no unified delivery logic.
- Implemented time-logging and BI dashboards (Power BI, Tableau, Looker) for feature/sprint/team cost visibility.
- Result: -45% IT-related costs, -35.4% development costs, and delivery transparency the CEO could finally trust.
- Scaled the active customer base from 16,000 to 265,000 through process redesign and automation rather than headcount growth.
- Migrated support and sales from Zendesk to Salesforce + Einstein, unifying SLA tracking and customer lifecycle visibility.
- Result: -60% manual work, -28% operational costs, -35% churn, +45% LTV, +40% on-time delivery.
- Owned delivery governance for an enterprise banking client with 18M+ end users — high delivery stakes, zero tolerance for slippage.
- Built a PMO framework, unified sprint cadences and formal scoping across teams via Jira and Confluence.
- Result: +165% project revenue, -42% delivery delays, +50% transaction efficiency.
- Scaled the organization from 253 to 578 people while preserving delivery quality and financial control.
- Introduced structured onboarding, cost-tracking and reporting templates through a period of fast headcount growth.
- Result: team more than doubled with control, coordination and delivery quality retained.
05 Operating Philosophy
06 Background
My path runs from a navigation background and high-responsibility command experience, through project management, into operations leadership — with rising levels of accountability across FinTech, Payments, HealthTech and SaaS, working with international and enterprise-scale teams. That progression is why I approach operations the way I do: precise, calm under pressure, and built on the assumption that a system must work even when I am not in the room.
07 Beyond the System
Systems are not only a professional discipline for me — they create space for responsibility, growth and life beyond constant firefighting. Based in Valencia and working with international teams, I hold onto what stays important regardless of business scale: family, trust, discipline and keeping one's word.
