I help organizations identify opportunities, create value and turn complex challenges into initiatives that actually move.
01 — What I do
Four capabilities
I help organizations identify growth, efficiency, new revenue and value-creation opportunities — and turn them into a defensible business case.
I design and evolve services considering customer needs, operation, commercial model, technology and sustainability at the same time.
I structure, prioritize and govern strategic initiatives that need to move forward but don't always have an internal owner.
I identify how assets, spaces, capabilities and ecosystems can become new sources of revenue or value.
Years across LAC
Teams led
New business created
Regional footprint
02 — Selected experience
Airport Commercialization
Non-aeronautical revenue underdeveloped across regional airports.
Commercial and passenger experience framework scaled region-wide.
Regional service & Business
Regional service portfolio lacked a coherent commercial model.
COP 8B+ in new revenue generated.
Product & Portfolio
Product portfolio decisions were inconsistent and slow.
Revenue Ladder decision model, PMO and product practice delivered.
Digital Business
Digital agency needed global clients and a repeatable model.
Built and scaled an agency serving international accounts.
Digital Products & New Business
Digital products and ventures lacked structured execution.
Launched products and transformation initiatives end to end.
03 — How I work
Methodology
Understand the problem, context and stakeholders.
Identify opportunities and sources of value.
Assess potential, feasibility, investment and risk.
Decide what is worth pursuing.
Build the business model, product or service.
Turn the strategy into an executable initiative.
Track value, adoption, performance and learning.
04— Insights
Offline service design improves physical customer experiences by observing real behavior, mapping frontstage and backstage operations, prototyping spaces, involving frontline staff, and measuring friction, flow,
Turning an idea into a case means clarifying the problem, testing desirability, feasibility, and viability, quantifying value and investment, surfacing risks, and defining ownership, governance,
Evaluate business opportunities by examining customer needs, strategic fit, financial potential, execution feasibility, and risk. Use evidence and compare alternatives to decide what to pursue,
The future of non-aeronautical revenue lies in shifting from passive real estate leasing to integrated passenger experience ecosystems, dynamic commercial models, digital omnichannel touchpoints, and
Transformation programs rarely fail from flawed strategy. They stall because organizations confuse ambition with execution, run disconnected initiatives without ownership, overload operational capacity, and lack
Companies rarely miss opportunities due to lack of vision. They miss them because operational inertia protects the status quo, internal filtering kills adjacent ideas, fragmented
05 — About
I have spent my career moving between business, technology, product and customer experience. Across very different industries, I keep solving the same problem: turning ambiguity into structured opportunities and executable initiatives.
