We built what we wished existed.

I spent four years at Hewlett-Packard right out of university, rotating through financial, marketing, and product management roles in the printing division. It was a fast multi-functional education and the moment I realised I wanted to be on the commercial side of a brand, not the analytical one.

Then P&G — fifteen years. I started running brands in Spain and worked my way up through the commercial organisation. The Amazon piece came later. When the platform started mattering at P&G Iberia, I led the channel for our Spanish business and 8x'd the Amazon revenue in two and a half years. That earned me the move to Geneva and the Senior Director of Amazon Europe role — a position they created — where I ran the pan-European P&G–Amazon commercial relationship for the next seven years. I launched the Amazon channel for P&G in Turkey, Portugal, Poland, Sweden, the Netherlands and Belgium. Seven consecutive years of pan-European Vendor negotiations on the brand side.

While I was doing all that, I built my own brands on Amazon at nights and weekends. One sports brand crossed several million in its second year. In 2024 the market collapsed sixty percent in our category. I came out the other side of that crisis with the brand still standing and an operating education no boardroom can give you. I'm still running a seven-figure brand on Amazon today, and I left P&G in July 2025 to run it full-time and to put what I'd built across two decades into E-commerce Grand Masters.

Thirteen companies founded in thirteen years. Six alive today. Seven failed and made me sharper. The ones that worked — the sports brand, the escape rooms with Daniel, the Academy now — share a pattern I couldn't see until I'd had enough failures to read it. That pattern is what I teach.

I started at Procter & Gamble Italy as Key Account Manager for Dash and the rest of the household category — some of the most competitive consumer brands on the planet. Amazon was nothing for these brands when I arrived. I went looking for the levers the algorithm was rewarding at that moment, and the brand started moving. Within two years I was promoted to Director of E-commerce Italy. I managed a team of fifteen and expanded the channel mix beyond Amazon into eBay, AliExpress and Vente-Privée — the flash-sales players that mattered in the Italian market.

Pablo wanted me as his successor at P&G Europe. I wanted the rest of the world. Markets outside Europe, a region I'd never operated in, the kind of distance from a corporate ladder you can only earn by walking away from it. I left for Samsung Middle East as regional director — mobile and devices across Amazon Turkey, Amazon Egypt, and the regional marketplaces nobody outside the region understands. High-complexity geographies, different cultures, same strategic discipline. I learned how to open and scale new markets and new channels (including TikTok Shop) from a position of relative ignorance — which is the most honest education there is.

Pablo and I crossed paths again three years ago. He had left the corporate track to run his own brands full-time and was building what would become E-commerce Grand Masters. I joined as co-founder. Three years into the venture, I'm still operating alongside him — own brands as a seller, partnership work, the Academy curriculum.

What I bring to E-commerce Grand Masters is the architect's mindset. Most operators optimise — they take the current state of an account and tune it. Few engineer — design the relationship with the platform from first principles. The difference matters when the platform changes underneath you, which is constantly. I try to teach what I wish someone had taught me when I walked into P&G Italy with a category nobody believed in.

I'm a Computing Engineer who walked into Procter & Gamble's marketing function — atypical for a technical background. I led Braun electroshavers, then Head & Shoulders and Pantene in Spain. In Pantene we delivered the brand's best results in five years and a historical share record in hair treatments. That's also where Pablo and I met.

In parallel we co-founded what became the largest escape rooms business in Spain. From 2013 to 2015 we ran it together while still at P&G. It taught me something the corporate track couldn't: how fast a small business can move when the people running it are the people making the decisions.

I left P&G in 2015 to join Amazon Europe Retail. For ten years I sat on the platform's side of the Vendor negotiation — directly opposite Pablo's chair every year. I owned annual Vendor negotiations from inside, led European Peak Events (Prime Day, Black Friday), trained dozens of Amazon vendor managers and category leaders, and ended as Senior Category Leader for PC & Gaming Europe. I didn't just observe Amazon. I built internal tools, fought for process changes, and shipped solutions other categories adopted.

In December 2025 I left Amazon to join a European AI venture raising serious capital — the kind of bet that gives a technical person reasons to stay in operating mode for another decade. The combination of platform experience and AI exposure is what I bring to E-commerce Grand Masters today.

What I add to the team is the only thing the other two can't: I was on Amazon's side of every conversation. I know which mechanics the platform actually optimises for — not what brands assume. When the team advises a Vendor in negotiation, I'm the one who can tell them what Amazon's category lead is going to push back on, because I've been that category lead.