I started programming before I knew what a business plan was. A computer, plenty of curiosity, and the discovery that you could build things that solved real problems — that's how it all began, more than 25 years ago.
From code to business
Programming taught me what no MBA could have taught me first: decomposing complex problems, testing cheap hypotheses before betting big, and accepting that reality always gives the final feedback. When I founded my first company, I realized I was applying the same logic — only now the variables were customers, people and cash.
Since then it's been 5 companies founded, more than 1,000 projects delivered and work across 5 countries, leading more than 100 professionals along the way. Projects of every size: from systems for small local businesses to international digital transformation operations.
The falls that were worth more than the wins
Not everything worked out — and that's the part of the résumé I use most today. Two of the companies I founded failed. In one of them, I had to lay off almost 40 people. Looking each of them in the eye and owning that the responsibility was mine was the hardest and most valuable lesson of my professional life.
Rebuilding came slowly, with method: coldly understanding what got me there, separating what was market from what was my own mistake, restarting smaller and more focused. I learned the hard way the difference between growing and growing sustainably — between revenue that impresses and margin that sustains.
That's why, when a CEO tells me their problems, I rarely hear something I haven't lived from the inside. I don't advise from theory. I advise from the scars.
I don't advise from theory. I advise from the scars.
Why I still write code
Even with an advisor's calendar, I still develop software actively. Not out of nostalgia: code is my tool for understanding complex problems and building sustainable solutions. It's hard to separate good technology strategy from someone who has never touched the architecture — especially now, when AI rewrites the rules every six months.
When I tell a client an automation is feasible in weeks, it's because I've built a similar one myself. When I tell them a vendor's promise doesn't hold up, same thing.
What guides me
- Continuous learning. Technology and markets change too fast for anyone who stopped studying. I didn't stop.
- Service. Good consulting serves the client — not the consultant's vanity. I measure my work by my clients' results.
- Execution. An idea without execution is an opinion. I'd rather have a simple plan executed than a brilliant strategy on a shelf.
Today
I dedicate my time to helping growing companies — typically between 10 and 100 employees — sell more, operate better and use AI strategically. The format varies: consulting, AI and automation projects, ongoing advisory and talks.
If your company is at that moment, let's talk. I promise what I promise every client: honesty about what I can and cannot solve.