Numbrs
Regulated fintech and identity
At Numbrs, I owned banking integrations and federated identity across iOS and Android in a regulated consumer-fintech environment.
I did not arrive at Product and Engineering leadership from either side. I have been standing between them the whole time.
For fifteen years I have worked at the point where a customer’s real problem meets what engineering can actually build. The altitude changed. The job did not.
Six chapters, one through-line
( 01 / 04 )Fidelio / Oracle Cruise
The operation before the software
I moved from building cruise-ship software to implementing it on board. Seeing what specifications missed established the habit that still guides me: understand the operation first.
Read the storyLORIOT
Owning a deeply technical product
As Head of Product, I connected a technically deep LoRaWAN platform with its customers and engineering team. I learned the protocol deeply enough to make decisions I could defend.
Read the storyHeetch
Engineering became the customer
At Heetch, engineering became the customer. I applied product discovery to the internal CI platform and made developer friction visible and actionable.
Read the storyreceeve
Building the Product organisation
At receeve, I built the Product organisation and helped put Michael Backes’s adapted Shape Up model into day-to-day practice with the Head of Engineering. We protected the product while serving a major enterprise programme.
Read the storyLivestorm
Making engineering quality durable
At Livestorm, I lead across product engineering and infrastructure. My focus is making quality, ownership and platform evolution durable as the organisation changes.
Read the storyRead that as an engineering leader or as a product leader. It is the same job either way: understand the problem, set the outcome and the quality bar, then build the conditions for a team to own it.
How I work
( 02 / 04 )Principle
Clarity before velocity
A clear outcome beats a fast, ambiguous one.
Principle
Ownership with guardrails
Teams choose the process; I hold the bar and the constraints.
Principle
Quality as leverage
Reliability compounds; bureaucracy doesn't.
Principle
Pragmatic AI
Adopted with guardrails and engineer-led ownership, not hype.
Principle
Remote by design
Distributed leadership built on written clarity, not standups.
The AI part is not a slide
( 03 / 04 )I run my own agent and use the same principle I apply at work: AI adoption needs explicit ownership, review and quality guardrails. My PhD research approaches the same question from another angle: who remains accountable when a system helps make decisions.
The rest is for fun: small tools and more home automation than the house strictly needs.
Current focus · ( 04 / 04 )
Open to remote Product & Engineering leadership and selected staff-level roles across Spain and the EU. València, Spain · EU citizen. Strongest in B2B SaaS, fintech, developer platforms, infrastructure and complex operational software.