Hospitality was everywhere.
I studied Hospitality Management because restaurants and hotels fascinated me. They still do.
About Santiago Tacoronte
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?
Gran Canaria → Dubai → Switzerland
A proud Canario.
The route here
The career was never a straight line.
Each move added another way of looking at work: service, design, data, leadership and eventually productivity.
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.
Retail, aviation and telecom roles changed the scale of the problems and the teams around them.
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. The title was provocative. The question behind it stayed with me.
Back to Europe, into global organisations.
Roles at Philip Morris International and Mondelēz put me inside enterprise systems, cross-functional decisions and the pressure of leading across many markets.
Productivity became the full-time work.
I left the corporate track to concentrate on the problems that had followed me through every role. The 4 Productivity Vectors brings those lessons into one method.
Things I keep returning to
The interests behind the job title.
They look separate on paper. In practice, each one has shaped how I think about people, systems and good work.
01 · Hospitality
I still love restaurants and hotels.
Few places show the connection between people, systems and customer experience so clearly.
02 · Writing
Writing tells me whether I understand an idea.
If I cannot explain it plainly, the idea still needs work.
03 · Public speaking
An audience finds the gaps quickly.
Questions from real people improve an idea faster than another round of polishing.
The professional version
Twenty years, in one paragraph.
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 held responsibility for a $20M+ annual budget.
Earlier analytics leadership roles included flydubai, Virgin Mobile and Philip Morris International. The work crossed commercial, supply chain, finance, R&D and corporate functions.
Teaching47,429 professionals across 40+ countries
Current workProductivity programmes for leaders and organisations
How the journey became a method
The same problems kept returning under different names.
Faster processes could still wait for slow decisions. Clear priorities could still stall at functional handoffs. Strong teams could still run out of capacity.
The 4 Productivity Vectors connects the parts of the system behind those symptoms.
Explore the 4 Productivity VectorsEfficiencyHow well does work move?
EffectivenessIs the work pointed in the right direction?
OwnershipWho carries the work through?
WellbeingCan people sustain the work?
Productivity Diagnostic
Tell me where the work keeps getting stuck.
In thirty minutes, we can define the problem and decide whether a productivity programme is the right next step.