With more than 30 years of experience in management, operations, and business development, I have worked both in large organizations and leading my own company for over 16 years.
Today, I help executive teams identify areas of complexity, lack of visibility, and opportunities for improvement that often remain hidden by day-to-day dynamics. My experience combines business management, operational transformation, negotiation, and a very practical vision of how to protect margins, gain control, and make better decisions without generating unnecessary friction.
I believe that the most valuable improvements rarely come from massive changes. Usually, they appear when a company finds the time and perspective to review what has gone unquestioned for too long.
During a large part of my career, I have worked within companies that were growing, transforming, and having to make decisions every day with imperfect information, limited resources, and many competing priorities.
I have managed operations, projects, change processes, teams, and my own businesses. I have experienced integrations, openings, growth, digitalization, and complex negotiations with suppliers. I have also spent many years manufacturing and managing my own company.
That is why, when I speak with a CEO, a CFO, or an operations director, we rarely start by talking about costs.
Usually, we talk about something more important:
- Margin.
- Visibility.
- Complexity.
Of all that which accumulates over time and that often nobody reviews because the business keeps moving forward and urgent matters occupy all the space.
Throughout more than thirty years, I have seen a pattern repeat itself: companies usually have much more knowledge of their business than any external advisor. What is normally missing is not capability; it is time to stop, review, and gain perspective.
That is precisely what I do today.
I work with companies that want to better understand where value is being generated, where unnecessary complexity exists, and what decisions can help them protect margins, improve control, and reinforce their capacity for growth.
My experience combines operational management, business management, negotiation, digital transformation, and business analysis.
Before joining ERA Group, I developed a large part of my career in the tourism sector, holding management positions in national and international companies such as TUI, Ultramar, and Ambassador Tours. Subsequently, I founded and managed Ocio Vital for more than 16 years, turning it into a benchmark in the field of gastronomic and wine travel and events.
This combination of corporate and entrepreneurial experience is what allows me today to quickly understand the challenges many companies face: legacy structures, growth that generates complexity, a lack of visibility in certain areas, or decisions that have gone years without being benchmarked against the market.
I am particularly interested in working with organizations that want to improve without generating unnecessary friction and that value a practical, close, and implementation-oriented approach.
Because often, the most relevant improvements do not come from massive changes.
They come from a better review of what has gone unquestioned for too long.
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