Barcelona, Catalonia, Spain
Technology and AI transformation leader helping enterprises turn strategic intent into high-performing delivery organisations. Over 20+ years I have worked with CIO and CTO leadership teams to reshape how technology organisations operate: designing operating models, governance frameworks and delivery practices that translate technology investment into measurable improvements in performance, productivity, and time-to-market. My work spans multiple eras of enterprise transformation, from early digital initiatives and cloud-native platform engineering, through agile and DevOps operating model evolution, to more recent large-scale AI adoption programmes. Across these shifts, the common theme has been improving how technology organisations deliver value — aligning structure, incentives and decision-making with the realities of modern software development. I am typically engaged where transformation needs to move beyond concept and deliver tangible results, improving the likelihood of first-time success or restoring momentum where initiatives have stalled. Current focus Currently leading enterprise adoption of AI-assisted engineering across a global technology organisation of more than 1,000 engineers and product staff, establishing governance frameworks, operating models and value measurement approaches for responsible and commercially meaningful AI deployment. My work focuses on the practical challenges of scaling AI in large organisations: • Governance and operating models for AI adoption • Linking AI investment to engineering productivity and business outcomes • Coordinating cross-functional delivery across engineering, security, compliance and product teams • Helping leadership teams navigate the organisational changes created by AI-driven development
Responsible for establishing governance frameworks, operating principles and value measurement approaches for AI-enabled development, aligning engineering, product, security and compliance stakeholders around a coordinated adoption strategy. Focused on ensuring AI investment results in practical productivity gains while maintaining architectural integrity, risk controls and organisational coherence. Work centres on embedding AI into engineering workflows in a way that strengthens delivery capability rather than fragmenting it — ensuring experimentation is balanced with disciplined prioritisation and clear accountability for results.
Led platform engineering transformation within a global life sciences technology environment, improving scalability, cost efficiency and delivery cadence across a multi-national engineering organisation. Designed and implemented a product-centric platform operating model aligned to cloud-native architecture, enabling faster release cycles, improved engineering productivity and significant infrastructure cost reduction. Guided architectural evolution of core platform capabilities while strengthening governance and delivery practices to support continued organisational scale.
Designed and implemented business-critical turnaround strategies to revitalise a digital technology division. Upgraded the operating model, and spearheaded operational methodologies and working practices transformation that removed redundant and non-value-added activities and boosted profitability. Revolutionised productivity gains by 300%+, maximised the customer experience, and championed machine learning and automation innovation to achieve business goals. Increased divisional performance and staff engagement with the improvement of Agile methods to improve transparency, knowledge sharing and collaboration across the technology function. Significantly improved senior management’s appreciation and understanding of the net-positive commercial impact of new technical solutions. Conducted specialised training and development programmes to enhance internal skills and abilities.
Led a large-scale agile transformation initiative across 56 globally distributed teams and 400 employees for a prominent multinational insurance corporation. Accelerated the adoption of Agile / DevOps methodologies and harmonised inter-departmental working relationships between the technology and PMO teams with the introduction of a clear dashboard that enabled the PMO to automatically extract project data and minimise friction. Conducted a comprehensive baseline assessment for all 56 teams to identify and address specific needs within each unit. Actively coached and mentored individuals to improve team dynamics, establish commonality and foster alignment in support of delivery.
Expedited entry to new business markets by introducing innovation and creativity to concurrently managed projects, resulting in a 77% reduction in integration time. Delivered significant cost optimisation within the organisation with the development of a future-ready platform that cut integration time from two months to two weeks. Worked to strict timelines to implement a microservices-based data interchange to replace a legacy application.