In 2022 I co-founded La Cucharona, a prepared-food brand with a physical shop, e-commerce, delivery and a direct service for companies.

I was mainly responsible for business development and much of the management: value proposition, channels, customer acquisition, pricing, margins, processes and management tools.

The experience allowed me to build from scratch, test new routes to market and develop a B2B offer tailored to each company’s needs. I also introduced systems and automation to improve information and run the business with greater agility.

It was an unusually complete experience: customers, sales, numbers, teams and business operations belonged to the same responsibility. It gave me a more practical perspective on leadership and a much sharper sense of what matters and what is merely incidental.

At Kaelis I managed and developed international accounts including IAG, Iberia, British Airways, Air France, TAP, Royal Air Maroc, Tunisair, Renfe and Air Europa. The commercial scope grew from around €4 million to €8 million in three years.

This was complex B2B selling. Behind every proposal were design, samples, specifications, quality, pricing, contracts, suppliers and supply chain. My role was to understand the customer’s need, build the proposition and keep the teams responsible for reliable delivery aligned.

Air France and TAP were particularly important: we opened both accounts after years without progress. They required persistence, preparation and internal coordination throughout the process.

Exhibiting at the World Travel Catering & Onboard Services Expo (WTCE) in Hamburg was part of the commercial work. I prepared meetings and products, and met customers and prospects during the show. It was an important opportunity to concentrate conversations with much of the industry and present the company.

I managed an Iberian business of around €18 million across retailers, distributors and industrial customers. My work covered pricing, range, promotions, margin and service, coordinating market needs with production, quality, finance and supply chain.

In mature categories with tight margins, good growth required a complete view of each agreement. Volume mattered, as did mix, added complexity and the ability to maintain service. The role combined commercial relationships with a close reading of profitability.

Fast Moving Group developed BTL and commercial activation programmes for FMCG brands. I led client development and campaign operations: programme definition, supplier coordination, logistics, training and field-team follow-through.

One Starbucks CPG activation reached around 100,000 people over three months in Madrid, Catalonia and the Levante region. At that scale, the quality of the work depended on sound preparation and close contact with what was happening in stores so we could adjust while the programme was live.

It was a very execution-oriented role: turning a brand idea into a consistent consumer experience across very different places and moments.

I led the commercial-services unit operating for Vodafone alongside other specialist service companies. Its main programme was Vodafone’s Shop in Shop network in major retailers, with more than 60 points of sale across Spain, five Area Managers and over 200 people. The unit also ran a separate urban-store project for Ono.

I was responsible for the client relationship, P&L, sales targets and the unit’s performance. Annual revenue grew from around €5 million to €10 million in three years, and Vodafone recognised the service’s commercial results for three consecutive years.

The work required constant coordination. I took part in regular meetings with Vodafone, El Corte Inglés and the other service companies to present results, propose improvements and receive new requirements. I then translated the agreements to the Area Managers and the teams involved. Human Resources handled recruitment and personnel administration, working very closely with the unit on hires, payroll, absence, replacements and incidents.

We also introduced a BlackBerry application that gave us daily store information. The data revealed deviations; conversations with the regional managers helped us understand them and act.

I joined during the transition from the former distributor, TGT, to a direct Arla Foods presence in Spain. I helped build the commercial business, opening and managing major retail accounts.

In three years, the business grew from an almost non-existent base to around €5 million. Alongside customer negotiations, the role required coordination of range, forecasts, promotions, service and shelf life with the rest of the organisation. It was a formative experience in building a market position as a brand begins dealing directly with retailers.

I worked in Rouen, Normandy, managing distributors in Spain, Portugal and Italy. My responsibility was to develop those markets: support each distributor, agree commercial plans, prepare entry into retail accounts and coordinate the conditions required for growth with the French headquarters.

During this period, the Southern European business doubled to nearly €9 million. The Spanish distributor represented around €4 million. We worked with groups including Jerónimo Martins, Sonae, Auchan / Alcampo, Carrefour and Dia.

Each country required a different way of entering retail and developing the category. I learned to manage through local partners without losing sight of the brand strategy, and to adapt the commercial proposition to each market.