I came to productivity through hotel floors, design studios and data teams.
I grew up in Gran Canaria, started in hospitality and design, built an international career in Dubai and Switzerland, and became increasingly obsessed with one question: why does good work get stuck?
It took five industries and three countries to get here.
Each move added another way of looking at work: service, design, data, leadership and eventually productivity.
Hospitality was everywhere.
I studied Hospitality Management because restaurants and hotels fascinated me. They still do.
Design came before data.
My first professional years were in graphic design, web design and digital marketing at Lopesan Hotels. Design taught me to make complex information understandable.
A local career became an international one.
In retail, aviation and telecom, the problems got bigger and so did the teams.
How much work exists because nobody has redesigned it?The question that stayed
The book that started the obsession.
A colleague gave me The 4-Hour Workweek. I started asking how much of my own work needed doing at all.
Back to Europe, into global organisations.
At Philip Morris International and Mondelēz I led teams across many markets, inside enterprise systems where every decision crossed functions.
Productivity became the full-time work.
I left the corporate track to work full time on the problems I'd seen in every role. The 4 Productivity Vectors puts those lessons into one method.
The interests behind the job title.
Each one shaped how I think about work.
I still love restaurants and hotels.
In a hotel, you see straight away when a system lets the staff or the guest down.
Writing tells me whether I understand an idea.
If I can't explain it plainly, the idea still needs work.
An audience finds the gaps quickly.
One question from the room improves an idea faster than another round of editing.
Twenty years, in short.
I have worked across hospitality, retail, aviation, telecom and consumer goods. I served as Chief Data Officer for Europe and Eurasia at Mondelēz, led more than 120 people and ran a $20M+ annual budget.
Before that, I led analytics at flydubai, Virgin Mobile and Philip Morris International, across commercial, supply chain, finance, R&D and corporate functions.
The same problems kept returning under different names.
I saw fast processes wait on slow decisions, clear priorities stall at handoffs between functions, and strong teams run out of capacity.
The 4 Productivity Vectors traces each of those symptoms back to its cause.
Explore the 4 Productivity VectorsTell me where the work keeps getting stuck.
In 30 minutes we name the problem and decide if a programme is the right next step.