In 2017 my partner and I started a specialty foods business in northern Spain — and it grew into a small group: a specialty coffee roastery; a bean-to-bar chocolate & specialty-tea importing and distribution company; and a corporate gifting company. Beyond the wholesale accounts, I ran our B2C through our own websites — which snowballed into building sites for other SMEs across Spain. A team of ten, white-label brands for Banco Santander, Google Education, and Nomad Hotels — and an exit in 2023. This is where I became a generalist for real: I owned marketing, P&L, compliance, and ops, and learned to be personally accountable for every parameter affecting my stakeholders — because all of it is one puzzle, and no PM course can teach that.

Since 2018 I've sat on the board of a private hospital in Venezuela. Seven years of decisions where the stakeholders are clinicians, insurers, regulators, and patients — and the stakes are not metaphorical. It's where I learned that "move fast" and "do no harm" have to coexist. Useful preparation, it turns out, for banking.

At Cropster, a PE-backed B2B SaaS for the coffee industry, I went PMM → PM → Senior PM. I led the Cropster Cafe relaunch: its value sat behind a hardware install, so we nurtured customers while the device shipped, built a live install-status page with our data scientist, and split onboarding into two parallel tracks — time to value went from about two months to roughly a week and a half. I also designed the company-wide segmentation framework, and a pilot research system where every pilot customer went through the same journey-mapping session, feeding one jobs-to-be-done matrix that shaped the roadmap.

Two children didn't shrink my ambition — they sharpened it. On four hours a week, motion for its own sake stops being an option: you get ruthless about what actually compounds, and faster at the deciding. Those nap windows became a lab — it's where I went deep on an agentic way of working, pointing product management at my own days until the tools actually multiplied the hours I had. The empathy is the part people underrate — running a household and a career at once makes you read the people around you more accurately, not less. I came back to the corporate world more efficient and more empathetic, and I'd argue that's exactly the profile it's been missing.

Since September 2026 I've been a digital product lead at a leading Austrian banking group, working on how requests from business teams reach the engineering departments, so each one is weighed on its customer and business impact.