Expertise

Areas of expertise

Four connected areas built over a multidisciplinary career: strategy and organisational change, innovation and partnerships, AI strategy and transformation, and football operations and intelligence.

They describe where I have worked and what I have built, combining strategic analysis, operational understanding and hands-on implementation.

Explore my work About my journey

01 · Strategy & Organisational Change
02 · Innovation & Partnerships
03 · AI Strategy & Transformation
04 · Football Operations & Intelligence

01 / 04

Strategy & Organisational Change

Work focused on giving organisations greater clarity, stronger structures and a practical route from strategy to execution.

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Challenges I have worked on

—The organisation has grown, but roles and processes have not evolved.
—A new department or programme needs to be created.
—The strategy exists, but it is not changing how people work.
—Responsibilities are unclear or duplicated.
—Leadership, operations and technical teams are not aligned.
—A complex initiative needs governance, priorities and ownership.

Capabilities

•Strategic diagnosis
•Organisational design
•Department and programme creation
•Operating model design
•Roles and responsibilities
•Strategic planning and roadmaps
•Stakeholder alignment
•Governance and decision frameworks
•Creative direction and marketing/communication campaign leadership
•Change planning
•Implementation support

Outcomes

✓Clearer priorities
✓Better coordination
✓Defined ownership
✓More effective decisions
✓Reduced operational friction
✓A strategy that can be implemented
✓A structure designed for the next stage of growth

Evidence

Built a six-team women's football structure from zero, led the first team through three consecutive promotions to the national Segunda RFEF, and earned two further promotions with the reserve and development teams; qualified the first team for the Copa de la Reina on three occasions.
Designed and executed a multi-year strategy integrating sporting, commercial, digital and organisational development.
Led the restructuring and recovery of an institution at risk of closure.
Managed multi-stakeholder environments across club, federation, government, media and commercial partners.

02 / 04

Innovation & Partnerships

Work focused on rethinking a challenge, identifying an opportunity or creating something that does not yet exist, usually with partners across sectors.

I look for relevant patterns beyond the client's immediate sector, adapt them to the organisation's context and combine them with operational evidence to create practical concepts.

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Challenges I have worked on

—The conventional solution is not working.
—A new product, service or programme needs definition.
—The organisation sees a trend but does not know how to respond.
—Ideas exist, but there is no clear concept or route to validation.
—The team is too close to the problem.
—The organisation needs perspectives from outside its sector.

Capabilities

•Problem reframing
•Opportunity identification
•Cross-sector research
•Trend and signal analysis
•Concept development
•Service and programme design
•Business model exploration
•Scenario planning
•Pilot definition
•Innovation roadmaps
•Facilitated workshops

Outcomes

✓A clearer understanding of the opportunity
✓Stronger and more differentiated concepts
✓Reduced uncertainty before investment
✓New perspectives on a familiar problem
✓A practical route from idea to pilot
✓Better alignment around what should be tested

Evidence

Created a custom football data platform where no suitable product existed.
Introduced online distribution as a recovery lever before streaming became standard.
Developed a venture combining women's football, hospitality, publishing, merchandise, events and audiovisual content.
Created an international university film festival with participation from more than 80 countries.

03 / 04

AI Strategy & Transformation

I work at the intersection of strategy, operations and technology, helping organisations identify meaningful AI opportunities, prioritise use cases and turn them into realistic transformation roadmaps.

My contribution focuses on connecting business needs with data and technology teams, coordinating implementation, adoption, governance and organisational change.

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Challenges I have worked on

—The organisation has data but lacks useful insight.
—Several tools exist, but information remains fragmented.
—Users do not adopt the technology.
—The organisation wants to explore AI but has no prioritised use cases.
—Technical teams and operational users do not understand each other.
—Reporting describes activity but does not support decisions.
—A new platform needs functional definition before development.

Capabilities

•AI opportunity assessment
•Use-case identification and prioritisation
•Transformation roadmaps
•Business and technology alignment
•Adoption and change management
•AI governance and responsible implementation
•Programme and stakeholder coordination

Outcomes

✓Better-informed decisions
✓Reduced fragmentation
✓Technology connected to real workflows
✓Clearer priorities for investment
✓Improved adoption
✓Stronger communication between technical and non-technical teams
✓A more useful data and reporting environment

Evidence

Led the functional definition and coordinated the implementation of a multi-module data ecosystem from the women's football area, adopted later by the men's first team.
Maintained the ecosystem in continuous live use for seven seasons.
Designed a five-year digital roadmap during a first-team promotion cycle to the Spanish First Division of Football (LaLiga).
Led initiatives involving business intelligence, app, eCommerce and fan engagement.
Advanced training in Big Data, predictive analytics, machine learning, generative AI, Azure AI and AI governance.

04 / 04

Football Operations & Intelligence

Eight seasons of executive experience creating, professionalising and transforming football structures, from sporting direction to data and operations.

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Challenges I have worked on

—A women's football department needs to be built.
—The club has teams but lacks an integrated development pathway.
—Recruitment, contracts and squad planning are fragmented.
—The structure needs professionalisation.
—Sporting development is disconnected from commercial and community growth.
—Technology and data are not integrated into football operations.
—The club needs a scalable model rather than isolated initiatives.

Capabilities

•Sporting Direction (8 seasons of executive experience)
•General Direction of Women's Football
•Women's football strategy
•Department and team creation
•Sporting model design
•Talent pathways
•Recruitment and scouting strategy
•Squad planning
•Contract and agent processes
•Professionalisation models
•Football operations
•Data and technology integration
•Commercial, brand and audience development
•Marketing and communication campaigns
•Stakeholder and federation coordination

Outcomes

✓A clearer sporting model
✓More coherent development pathways
✓Improved recruitment and squad planning
✓Defined structures and responsibilities
✓A practical route to professionalisation
✓Better integration between sport, business and technology
✓A scalable football operation

Evidence

Sporting Director across 8 seasons and General Director of Women's Football.
Built six teams from scratch, leading the first team from regional football to the national leagues and qualifying three times for the Copa de la Reina.
Managed approximately 100 player signings and 300 contracts.
Developed a pathway from grassroots to senior football.
Worked across player, coaching, team-management, technical and executive roles.
Attracted 6,000 spectators to a fourth-tier women's match.
Advised Porcinas FC during the inaugural Queens League season on squad composition and player recruitment.

Also part of my work

Other areas I work across.

Advisory and decision support
- —Ongoing strategic support
- —Decision review
- —Problem reframing
- —Roadmap review
- —Innovation opportunity assessment
- —Support during critical project stages
Programme and project leadership
- —Launching a new department
- —Leading an innovation programme
- —Coordinating a digital transformation
- —Building a football structure
- —Managing a cross-functional project
- —Bridging leadership, technical teams and suppliers
Speaking and knowledge sharing
- —AI, innovation and organisational change
- —Women's football
- —Sports data and technology
- —Leadership in complex environments
- —Creativity and cross-sector problem solving
- —Building projects from zero
- —Late-identified neurodivergence, work and creativity
- —Multidisciplinary careers

Approach

How I usually approach a complex challenge.

01
Initial conversation
Understand the situation, the trigger and what a good outcome looks like.
02
Scope and diagnosis
Agree the question, the boundaries and the evidence needed to answer it.
03
Strategic work
Structured analysis with the people closest to the problem.
04
Recommendation and design
Shape the strategy, structure or concept and the decisions it requires.
05
Implementation support
Stay involved to help the organisation put the work into practice.

One career, several connected professional perspectives.

These areas are not separate specialisms. They are different sides of the same work: understanding a complex situation, designing a realistic route through it and staying involved while it is built.

Explore my work