What I'm doing, and what I'm open to.

• Running QS Ventures from Madrid: Beacon Partners, Off.Tv, Divina.Machina, flip.codes, and the restructuring of a portfolio company.
• Building this site from scratch, with an assistant that knows my story better than my CV does.
• Learning, which is the hobby I spend most on. The current question: how far an operator can take AI inside a company without adding headcount.

I am sector-agnostic by conviction, not by default. Consulting taught me that the best ideas cross-pollinate between markets, and I want to keep that. Size matters less than the people: a corporate structure or a six-person SME both work. What I am specific about is the role.

• COO, General Manager or Deputy GM in a founder-led, investor-backed or corporate company.
• AI transformation lead: taking AI into an organisation with a method, a centre of excellence and agents that actually ship.
• Head of innovation or venture building: new products and companies inside a corporate.
• Chief of staff or head of strategy, next to a CEO who wants an operator beside them.

Two sectors I won't work in, whatever the offer: gambling and tobacco. Anything I'd consider unethical sits in the same category.

For most of the last decade I had more energy and more desire to build than any one company could absorb, so I built several at once. Enso pulled me out of consulting; when Enso was running, I wanted consulting back, which is how I ended up in a venture builder. None of it was restlessness for its own sake. It was wanting to keep learning and keep moving, and the fastest way to learn was to start something.

My circumstances have changed. I am building a different part of my life now, and I want work with a long horizon to match it: one company, one problem worth years, and the stability to see it through. The seven years at Dreams & Adventures are the proof I can stay when the work deserves it.

“CEO is a title. My clients were my bosses. My investors are my bosses. I have never really been the only one in charge.”

The times I haven't run my own show are the times I've learned the most. In a corporate structure or a smaller company, I am there to learn as much as to lead.

I hold equity in most of the companies I've worked on, which means I'm not optimising for the next exit. I'm optimising for the next decade: a role I can stay in, with a problem worth staying for.