Open a new market. Navigate a pivot. Build a product-marketing function from the ground up — in the age of agentic AI.
For fifteen-plus years, that's the work companies have brought me in to do.
I do it in a way that's structured, transparent, and with low-ego — my bias is toward delivering well past what was asked.
Looking for a role where the product is still finding its market — or its voice. Based in Barcelona, working remote.
I started my career as the person companies sent into new regions to set up shop — open the office, find the first customers, hire and train the local team, build the partner network. The work suited me. I liked starting from a blank page in an unfamiliar context.
At Peters & May I spent three years in Hong Kong opening regional offices and growing revenue from low-six figures to several million annually, then two years in Florida as Managing Director — restoring a US business unit that was effectively closing down. We closed an office, created a new vertical, restructured the team, and brought a marquee account back through a creative deal structure. By the time I left, margins had swung from –5% to +5% and the team had just closed the largest deal in the company's history.
At Bikeep, I built the US sales motion from scratch — three segments (institutional, B2B, public-tender), 100+ accounts opened, a national reseller network, and the company's biggest sale to date. I also worked alongside engineering on the MVP of a new electric-bike charger, which is when I first noticed how much more interesting the work became as I got closer to the product.
I co-founded TokenChanger as CMO during the first crypto wave — a small team building three decentralised apps for financial products and services. We grew an organic community of about 33,000 people across Telegram, Twitter, and LinkedIn on essentially no marketing budget; it was all PR, influencer relationships, and the kind of attention-to-detail that comes from caring more than the next team.
It didn't ultimately work out. The co-founder relationship wasn't the right fit, and I stayed about three months longer than I should have. What I took from it: a visceral understanding of what zero-to-one actually demands, the rhythm of a small team Slack at two in the morning, and the conviction that walking away on principle — early, before resentment sets in — was the lesson worth the year.
At Sevenhugs, I joined to scale the Best Buy launch — 1,000 stores, runway tightening. I took over market strategy and built the business plan that drove the pivot to our UWB controller stack, validated at CES 2018 with companies like Samsung, LG, Bang & Olufsen, and Sonos. Four months later, pipeline had gone from zero to mid-$XXm — what ultimately moved Qorvo to acquire us.
At Qorvo, I've spent the last five years moving from Senior Manager of Product Marketing — Software into the current Director role across hardware and software solutions. I co-authored Ultra-Wideband for Dummies, contributed to FiRa Consortium standards from 2019 to 2021, and took the UWB SAM from roughly $XXm to $YYYm through positioning and new use-case definition. The $YYYm+ marketing-sourced funnel across four product lines is the headline number.
Underneath those values, a few patterns tend to show up across every role.
The first is listening for what people don't say. Most participants in any given meeting are quietly convincing themselves of what they want to hear. The customer's silence after one of your questions is usually more important than their explicit answer to another. I spend a lot of time tracking those signals.
The second is new-market exploration. I do my best work in uncertain environments — places where customer validation is thin, hard data is scarce, and the product vision has to come from reading between the lines: a hesitation in a customer call, a shift in a competitor's roadmap, a signal in an analyst report. Those are the situations where a well-framed question, asked at the right level of abstraction, can change the whole roadmap.
The third is operating across the seam between commercial, product, and engineering. I'm not a specialist in any one of those rooms, but I'm fluent enough in all three to translate between them — which is what's needed when a product is finding its market.
The through-line that has run alongside my career for as long as I can remember. I hold a Day Skipper certificate from Sunsail, a Survival at Sea certificate from the Royal Hong Kong Yacht Club, and a PADI Open Water — and I've raced day, night, and offshore, including multi-day passages like the Hong Kong to Philippines run (about five days at sea). Beyond the love of the sport, sailing taught me a lot about teams under pressure: a captain is a conductor, not a tyrant; trust between crew is non-negotiable; and planning matters because the consequences are real.
The other constant. I've lived in eight countries across five continents and worked in five — France, Portugal, Belgium, South Africa, Chile, Hong Kong, the US, and now Spain. Some of that was deliberate; some was opportunity I took because I'd rather be useful in an unfamiliar place than comfortable in a known one. A five-month solo backpacking trip across Asia in my twenties is probably where that disposition was cemented.
Crept in more recently. Most evenings there's a small project on my desk. The two I actually use every day: a 90-Day Health Challenge tracker I built end-to-end on a Raspberry Pi 5 — Apple Health data piped in via iOS Shortcuts, a mobile-first dashboard showing an activity ring, weekly bars, and daily pacing against a 90-day calorie target — and this site, built with Claude Code. Both started from real friction, not curiosity. The same product discipline I preach professionally, applied to my own desk.
That instinct now drives the day job. I recently took the lead of Qorvo's AI Transformation Office — the program designing how the org adopts agentic workflows across product, marketing, and engineering. There's a real gap between building tools for your own desk and rolling out AI infrastructure across a global semiconductor company: rollout strategy, tool selection, governance, internal enablement, measurable productivity outcomes. The personal desk is where I pressure-test what's worth scaling.
Whether you're a recruiter, a fellow deep-tech leader, or someone building something interesting — I'm always up for a sharp conversation.