We can do it better and faster. I coach Scale-ups CxOs to boost their business with their current team, making minimal changes.

Empowering Founders and CEOs of Scaling Software Companies to Unlock Sustainable Growth

We specialize in aligning teams, simplifying systems, and empowering leaders to scale without chaos.

✅ Team and Department Alignment: Creating clarity and cohesion, so every team works in harmony toward the same goals.
✅ Market Understanding: Pinpointing opportunities and crafting strategies that resonate.
✅ Delivering Market Value: Building systems that prioritize impactful delivery over inefficiencies.

Our Approach:

🌟 Simplicity: We focus on the essential changes your team needs to scale effectively—no fluff, just results.
🚀 Challenge: We’ll push you to break limiting beliefs and overcome obstacles, ensuring you grow alongside your company.
💡 Honesty: Expect transparency. We’ll give you the hard truths needed to move forward, faster and better.

Why It Matters:

As a founder or CEO, you’ve done an incredible job getting your company this far. But rapid growth introduces new complexities—misalignment, communication breakdowns, and inefficiencies that can stall your momentum.

That’s where we come in. With a proven track record of transforming teams and operations, we help you regain clarity and control, ensuring you meet growth milestones without sacrificing creativity or culture.

Are you ready to scale smarter, not harder? Let’s talk.

Santi Pozo

If you think hiring QA engineers will reduce your bugs, read this.


I’ve worked with dozens of software companies. Most of them had QA teams. Some had entire QA departments.

The pattern is always the same.

QA complains developers make too many mistakes. Developers complain QA is a bottleneck.

Both are right. And both are missing the point.

The real problem isn’t QA. It’s developers not being accountable for the quality of their own work.

So tickets get thrown over the wall. Poorly defined. Poorly thought through. Then rejected by someone with less technical experience and half the salary.

That’s not quality assurance. That’s organizational dysfunction.
Hiring QA doesn’t fix that. It just hides it longer.

Santi Pozo 

Fix slipping deadlines · Align tech with business · Ship predictably at scale

La mayoría de “seniors” en software no son seniors.


Y no lo digo por provocar.
Lo digo porque lo veo constantemente en empresas reales.

Para mí es bastante simple:

1. Eres junior si no te vales por ti solo.

2. Eres mid si eres autónomo y el valor que generas compensa lo que cuestas.

3. Eres senior si lo que te pago no solo sirve para que tú hagas un buen trabajo,
sino para que otros trabajen mejor gracias a ti.

Ser senior no va de años,
no va de stack,
no va de escribir código “más complejo”.

Va de impacto.
Va de influencia positiva sobre el sistema y sobre las personas.

A partir de ahí, el apellido es secundario:
senior IC, team lead, staff, principal, CTO… lo que toque.

La diferencia real es a cuánta gente ayudas a rendir mejor.

Esto conecta mucho con un post reciente de Emilio Carrión,
donde explica muy bien lo que NO es un senior 

👇
https://lnkd.in/dRr29rsv

Staff Engineer @ Mercadona Tech | Convierte tu código en impacto de negocio. Mentor de Ingenieros hacia una mentalidad Product-Led.

Hubo una época en la que me encantaba ser el "Cuello de Botella".

Me gustaba pensar que si yo era el único que sabía cómo demonios funcionaba el módulo de pagos, mi trabajo estaba asegurado. Me aferraba al conocimiento como si fuera el Anillo Único. (Un poco triste ahora que lo pienso. Y qué estrés por dios 😅).

Creía que eso era ser Senior: ser imprescindible. Pero eso no es seniority, eso es un secuestro.

Si nadie puede tocar el código sin que tú des el visto bueno, no eres un líder técnico, eres un punto único de fallo con patas.

De esto es de lo que voy a hablar en el próximo T3chFest, de "El Senior Egoísta". Porque me he dado cuenta de un par de cosas después de sudar tinta en muchos deploys:

- El Mentoring no es "cosa de RRHH": Es una herramienta de arquitectura. Si no eres capaz de explicarle tu sistema a un Junior en 20 minutos sin que le explote la cabeza, el problema no es el Junior. El problema es que has diseñado un sistema demasiado complejo.
- Tu código tiene fecha de caducidad: Lo que escribí hace 3 años probablemente ya sea "legacy" o se haya reescrito. Pero lo que le enseñé a mis compañeros en ese tiempo, eso sigue ahí.
- Enseñar es egoísta (del bueno): Cuanto más saben los demás, menos me llaman a mí cuando se rompe producción un viernes a las 6 de la tarde. (Y solo por eso, ya vale la pena).

La verdadera maestría no es ser el mago que guarda los secretos en su torre. Es conseguir que, si mañana me atropella un autobús (o me toca la lotería, seamos optimistas 🙏), el equipo siga funcionando igual de bien sin mi.

Ahí es cuando sabes que has hecho bien tu trabajo.

Así que voy a estar en Madrid en marzo intentando convencer a mi "yo" del pasado de que suelte el control. Si te pasas, nos tomamos algo y nos contamos las penas.

¿Os ha pasado esa fase de querer controlarlo todo o soy el único que ha tenido ese "ego"?

Most engineering managers think their problem is "velocity."
They’re wrong. Their problem is anxiety.


I’ve seen developers who can’t sleep because of their Jira boards. People going to psychologists to manage the stress of "pollos sin cabeza" (headless chicken) management.

When you have 15 things open and 0 things finished, you aren't "agile." You’re just vibrating with stress.

The way out?

You don't need more developers. You need a system that lets your team breathe. Order isn't just about speed; it's about peace of mind.

Imagine this: A Monday morning where everyone knows exactly what to do, and nobody is drowning. Want that calm? Its your choice to stop that chaos and start the flow...


Elevate Your Delivery.

Read twice. In your life or business, what’s the first thing that comes to mind?

Comment and share below.

If you think adding more testers will solve your quality problems, read this.


I’ve seen this play out at some of the most recognizable SaaS companies in the country. The cycle is always the same.

QA complains that developers ship broken code. Developers complain that QA is where speed goes to die.

Both are right. And both are missing the point.

The problem isn’t your headcount. It’s your handovers.

When quality is "someone else’s job," nobody takes ownership. Tickets get tossed over the wall half-baked and poorly defined. You aren't testing code; you’re managing a lack of discipline.

That’s not a QA issue. That’s a systemic failure that more people simply can't fix.


I’ve helped the biggest names in the industry stop the blame game. The reward? High-velocity shipping without the "Friday night" fear.

Is quality a department in your company, or is it a shared habit?

The more I learn about business, the more I’m convinced that less is more.


We’re constantly fighting our action bias.
Doing things feels like progress.
Thinking feels slow.

But every time I’ve seen real results,
they came from spending more time deciding what not to do.

Not paralysis by analysis.
Just clarity.

When I learn from the best operators in the world,
I’m always struck by the same thing:

Their systems are boring.
Simple.
Almost disappointing.

And incredibly powerful.

They all say some version of the same idea:
learn to enjoy boredom.

The more boring a business is,
the more reliable, repeatable, and profitable it tends to be.

That’s a shock for the startup world,
where energy, adrenaline, and constant movement are almost a badge of honor.

But businesses don’t scale on adrenaline.
They scale on consistency.

We don’t need to be taught more.
We need to be reminded more.

Refine.
Reduce.
Strip the business down to its essence.

I’ve never seen anyone “outpower” a business successfully.
But I’ve seen many outsmart it.

Curious:
What’s the biggest simplification or realisation that moved your business forward?

This single question changed how I think about managing people.


“What version of me would you like to meet one month from now?”

I heard it recently in a conversation about relationships. 

A couple has been asking each other this question every month for the last five years. 

Their marriage is strong. 
Their careers are better. 
And They couldn’t be healthier. 

And it hit me: this summarizes almost every difficult conversation I’ve had about people management. At some point, a company and an employee meet. 

Both are in a current state. 
Both want to evolve.

The company wants new results, new markets, more impact. 
The person wants growth, recognition, better balance. 

Is not about blaming where you are is about choosing where you’re going next.

Any other tip for people management (or marriage) that worked well for you?

Hiring more developers to fix a "slow" team is like adding more cars to a traffic jam. Read this


It doesn't make things move faster. It just creates more metal to crash into.

The real "bottleneck" isn't talent. It’s the WIP (Work In Progress).

Like with many of my clients, I recently saw a board with 17 open tickets. The team was "busy," but nothing was moving.

We changed one rule: "No abras otra patata hasta que no tengas cerrada la que tienes en la mano." (Don't open a new potato until you've finished the one in your hand.) 

The result?

- Less stress.
- Higher quality.
- Faster delivery.

I couldn’t emphasize it any more:

Complexity is a choice. Simplicity is a discipline.
Stop starting. Start finishing!

I just spoke with a recently promoted VP
at one of the biggest tech companies in Europe.

What surprised me wasn’t the scale of his challenges.
It was how familiar they were.

Same patterns I see everywhere:
- Projects going late
- Backlogs with poor ROI
- Teams struggling with seniority and accountability

Nothing exotic.
Nothing “enterprise-only”.

Every software company hits the same wall.

If you’re dealing with this, I have two pieces of news for you.

The bad one:
You’re not alone — and that’s actually sad.
Because I keep seeing smart people getting overwhelmed or burning out
over the same problems, again and again.

The good one:
These problems are surprisingly fixable.
We’ve been working on them for years
across startups, scale-ups, and large tech companies.

Same root causes.
Same patterns.
Same tools.

If you’re facing any of these challenges,
DM me.

I’ll share the single most useful tool we have for your situation.
No pitch.
No sales.

Just trying to fix a pandemic we’ve normalized for way too long.

Not delivering all your projects last year might not have been the problem...



The problem is you assumed delivery would create impact.
I’ve seen this pattern repeat across companies and industries.

A quarter starts with a roadmap.
The roadmap turns into pressure.
Pressure turns into execution.
Then the quarter ends.
Some things shipped.
Some didn’t.
And the retro sounds familiar.
“We overcommitted.”
“Too many dependencies.”
“Not enough focus.”

All true.
And still missing the point.

Then there’s the big project.
The expensive one.
The one that promised to disrupt the business.
It gets delivered.
And when the impact doesn’t show up,
no one is really accountable for that gap.
The team shipped what was asked.
The roadmap moved on.
And the business quietly absorbed the disappointment.

What changed things for the founders I work with wasn’t better execution.
It was changing what gets defined before committing to any deliverable.

Before a single project makes it onto the roadmap, they get clear on three things:
- Who exactly needs to be different after this ships
- What behavior or decision should change for them
- Which business metric would tell us this didn’t work

Once that’s clear, something interesting happens.

Even if not everything ships,
the business still moves forward

Most “user-centric” roadmaps are actually investor-centric.
And pretending otherwise is what creates frustration.

Let’s be honest for a second.
Most startups are VC-funded.
That means they’re not profitable yet.
And salaries are paid because investors trust that some metrics will move.
(MRR, LTV, AVG SPENT, ...)

Those metrics don’t move by “good vibes”.
They move when specific users do specific things that change the business.

User centricity is important.
But it’s not the starting point.

The starting point is:
 
"Which metric needs to move so the company survives?"

What I see over and over is companies avoiding that adult conversation.
Instead, they hide intentions behind fluffy language:

“This project is strategic”
“This will unlock the future”
“We’re doing this for the user”

And then… surprise:
It’s actually for one big client
Or for a board narrative
Or to hit a quarter

People feel the inconsistency.
 And that’s where the complaints start.

I’m not against user centricity.
I’m against treating adults like children.

If the real goal is:
“We need this deal to close to move the needle”
Just say it.

Clarity beats inspiration every time.

Curious to hear your experience:
 Have you seen this play out in startups you’ve worked in?
 On either side?

Welcome back everyone! 

Let's rock 2026 🚀

We hope you enjoyed the holidays.

Holiday mode is healthy. 
Company pause isn’t.

Good systems let people disconnect 
without disconnecting the business.

Most teams don’t fail because they aim too low.
They fail because their system can’t deliver.

If your 2026 plan is:

• more goals
• more initiatives
• more planning sessions

You’re likely reinforcing the same bottlenecks.

The leaders who win next year will do something different:
They’ll stop asking “What should we achieve?”
and start fixing “How does work actually flow?”

Because results don’t come from ambition.
They come from designed delivery.

If 2026 matters to you, don’t set better goals.
Build a system that makes outcomes inevitable.

This is exactly what we’re doing with our clients this year,
and it’s shaping up to be a very strong one.

Elevate Your Delivery 🚀

Welbilt Inc.

Responsible for delivering over 100MEUR/Year Sales Budget

Director of Global Strategic Accounts, EMEA

Responsible for delivering over 25MEUR/Year Sales Budget

Marine Segment (I am not Managing the Business Unit):

> Welbilt GalleyCare (2023) - Created a Marine Dedicated After Sales Service.
> Welbilt Marine (2022) - Created a Dedicated Marine Brand Identity for better visibility.
> Welbilt Marine culinary suites packages (2021) - Upgrading Single brand opportunities into MultiBrand Concept and Vision.
> Welbilt Brand Ambassadorship Program (2021 to 2023) - Engaging with a Culinary Brand Ambassador to Support Welbilt Marine brands awareness and visibility.

QSR segment:

> Responsible for the completion year on year of our EMEA Sales budget for RBI (Restaurant Brands International) since 2022.
> Leading a team of 6 Regional Sales Managers and Directors.

Sales Director RBI EMEA and Accounts Management Marine

ALMACO Group

Grow business market share
Strengthen the network and lead channels
Estimation of project value

International Business Development

Tendering management for newbuild projects
Leader of Purchasing team (10-15Mil USD value portfolio)
Consolidating data to improve tendering accuracy and efficiency

Tendering & Purchasing Management

Multi Sales & Products, former Alstom Shipyard

Strategic accounts management 
Business development sales and growth

Business Development Manager (Cruise Industry)

Systems & Manufacturing Spain, formerly Suzuki Motor Iberia

Strategic accounts management
Business development EMEA region
Tendering and contracts implementation

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Alexis Bourgault

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