My role
I'm responsible for strategy and business direction at Elevam. My role is to help each client's leadership organize growth from what matters: economic model, operational capacity, market, and real levers that sustain that growth over time. I work at the boundary where marketing meets the business: prioritization, investment decisions, commercial focus, and periodic review of what's actually moving.
My background combines international consulting, project management, and entrepreneurship. I worked at ICEX on internationalization and Smart Cities programs, as a consultant for AECID on work-transition plans using innovation methodologies, and at TECNICAFE designing socio-business strengthening processes. I built my academic foundation at the Polytechnic University of Madrid with a Master's in International Leadership in Engineering and Architecture (UPM + Rafael del Pino Foundation) and a Master's in Rural Development Project Planning and Sustainable Management.
Since 2022 I lead Singularity Edge, where I support companies in digitalization processes and transitions to technology-based business models. That same logic — understanding the business before pushing tools — is what I apply at Elevam. My priority: that every strategic decision we make with a client is connected to P&L, not to gut feelings; and that leadership understands exactly which lever is being moved and why.
How I think
Without business there's no strategy. Without strategy there are no decisions, only reactions.
Before proposing a plan, I try to understand what the company is facing: how it makes money, where it hurts, what decisions leadership can make, and what real horizon it manages. Without that read, any strategy is just a nice PowerPoint that solves nothing.
For me, leading strategy rests on three ideas:
Diagnosis before recommendation: you don't design a strategy without first understanding the real business. A recommendation without diagnosis is opinion in disguise.
Decision over planning: a plan no one executes is worthless. I prefer a short roadmap with clear decisions over an 80-page document no one will read.
Iteration over guarantees: no strategy survives intact on contact with the market. What matters isn't getting it right the first time, but having a review system that lets you correct fast.
I work in a structured way: diagnosis, hypothesis definition, prioritized action plan, and periodic review sessions with leadership. I'd rather arrive slowly at the right decision than quickly at the wrong one.
Who it makes sense to work with
I fit best with companies that:
- are at a turning point — expansion, technological transition, reorganization — and need to organize priorities before continuing to execute;
- have leadership with real decision-making authority, not committees that dilute every agreement;
- value working with judgment and data over feelings and passing trends.
My way of adding value is helping leadership make better decisions with the information they already have — and generating what's missing. I don't come to replace the client's judgment, I come to complement it with external perspective, method, and rigor.
If you're looking to organize your company's growth with strategic direction connected to the real business, then it makes sense for us to talk.
Do you think we can help?
Tell us where you are and we'll figure out the next step together.