End-to-end product, from concept to market.
I work product end to end — from the moment a market need is detected, through technical architecture, build and maintain, to market positioning and service evolution. Each of the four stages below is something I've personally led, with named partnerships and verifiable outcomes.
Based in Madrid. 10+ years across cybersecurity, IoT and ocean data. Comfortable across the full HW → Cloud → UX stack, in regulated environments and enterprise partnerships.
explore Concept & discovery
Turning a market need into a defensible product concept. Where the opportunity lives, who pays for it, what trade-offs the system will demand from day one.
What I produce
- Product opportunity briefs
- Market positioning & category framing
- Build-vs-buy criteria
- Business case scaffolding
- Go/no-go decision support
Proof from past work
- Independent Consultant (2023–2024): AI / ChatGPT API opportunities, build-vs-buy across high-security clients.
- Gamma R&D: proposals submitted to CDTI, ICEX and Horizon 2020.
- Current role: shaping a new product area on top of an existing technological base.
schema Architecture & technical definition
Defining the technical solution as one coherent system — device mechanics, firmware, cloud APIs, web, mobile apps and UX — so trade-offs surface early. I review architecture with each lead from the ground up, not just specs.
What I produce
- Reference architecture & system map
- Technical roadmap with milestones
- Integration design (POS, identity, payments, IoT)
- Security model (PSD2, GDPR, secure communications)
- Build-vs-vendor library decisions
Proof from past work
- B-FY platform: auto-scaling AWS · Kubernetes · Kafka · microservices · secret/key vaults.
- SwipeID: HW + firmware + server + mobile apps coordinated as one product with Foxconn.
- Current role: HW → FW → cloud → data processing system definition for a new product area.
precision_manufacturing Build, ship & maintain
Leading multidisciplinary teams to ship — and keep shipping. Delivery rhythm, observability, continuous security testing, regulated compliance and feature evolution after launch.
What I produce
- Delivery roadmap & release plan
- KPIs and operational metrics
- Security pipeline (pentests, HackerOne bug-bounty)
- Regulated compliance (PSD2 / GDPR alignment)
- On-going feature evolution and stakeholder rhythm
Proof from past work
- Gamma: smart-city field devices deployed in 300+ Spanish municipalities (Red.es), 5 utility-scale solar plants (~15 MW each).
- B-FY: continuous HackerOne bug-bounty programme on a PSD2/GDPR-aligned platform.
- Biocryptology / Foxconn: 200-unit pilot run, pharma/military-grade specifications.
storefront Market, service & evolution
Earning a product's place in the market. Own-brand vs white-label, category positioning, partnership-led growth, enterprise integration, and the service loop that keeps customers using it.
What I produce
- Go-to-market model selection
- Partnership terms and integration design
- Category strategy (e.g. analyst engagement)
- Enterprise deal execution support
- Customer success and service loops
Proof from past work
- B-FY pivot: own-brand → white-label after reading the market. 3 enterprise deals closed including ATIO (Mexican fuel-supply software provider, integrated with IT systems and POS terminals, deployed in production).
- Integrations: Kineox (payment verification), Mitek and jenid (digital ID document KYC), 20+ ecommerce additions.
- Category positioning: engaged Gartner; worked with Corti at Product Hackers on strategy.
Two constants across all four stages
Cross-functional leadership — the connector role
Across every role I've either managed my own team (Gamma, B-FY Tech PM phase) or led product across teams I didn't directly manage (B-FY Head, Biocryptology PO, current role). In both cases the role has been the same: be the point of union between departments — engineering, design, security, sales, marketing, business development, public-sector liaisons.
I translate technical reality into business language and the reverse — from CEO to developer, from procurement to public-sector tender, from architect to analyst — and align effort requirements across everyone so the product can actually ship. When teams that don't speak the same language need to converge on one product, that's where I tend to sit.
Business-led product, not feature-led
Product is built understanding the business first. Every roadmap I've owned has started from data, market signal and customer reality — not from features looking for a use case. The own-brand → white-label pivot at B-FY came from prospecting data; the PLC vs Zigbee outcome at Gamma came from public-tender economics; current product decisions are shaped by what real institutional customers actually decide on.
I read the market, check the unit economics, talk to the user, and only then propose what the system should do. Technical depth is the tool that lets me reason about feasibility once the business case is solid — not the starting point.
What's underneath the four stages
Academic foundation
Industrial Technical Engineering (Computing & Electronics) + Master in Industrial Automation — University of Alcalá. Second-best academic record of the cohort in both degrees, earned year by year on schedule under the demanding pre-Bologna Spanish "Ingeniería Industrial" programme.
Coursework in C, Assembly, VHDL and Java. Computer vision, Kalman filters and embedded programming from applied research at the DEPECA group. The technical depth isn't a buzzword — it's earned at the level of detail that supports product reasoning today.
Industry-standard methods
Worked with the institutions and frameworks the market actually recognises:
- Gartner for product category positioning
- HackerOne for continuous bug-bounty security stress-testing
- Foxconn for manufacturing-grade hardware (pharma/military spec)
- PSD2 · GDPR for regulated-environment alignment
- CDTI · Red.es · ICEX · Horizon 2020 for public-sector R&D and smart-city programmes
Comfortable in any room
I'm used to changing register depending on who's in the room — without losing what I'm saying:
- Founders, CEOs and boards — strategy, roadmap, business case
- Engineering leads and developers — architecture, trade-offs, down to algorithm level
- Public-sector officials and tender committees — requirements and bid framing
- Enterprise procurement and analysts — value, category, integration
The substance stays the same — the language adjusts.
Three ways to work with me
In-house product roles
Head of Product, Product Lead or Senior PM positions where the brief is to define and ship product end to end.
Advisory engagements
Short or recurring engagements on architecture, build-vs-buy, go-to-market and category positioning — ideal for early-stage companies and innovation units.
Product-shaping conversations
Founders or CEOs wanting a second-opinion read before commitment to a direction, partner or technology decision.