Management
I lead by designing the conditions for great work. Clear ownership, honest feedback, and the kind of autonomy that lets people surprise you. I've scaled cross-functional teams through pivots and care as much about how a team feels as what it ships.
I learned to build teams by building one from nothing. At Paztec, the studio I co-founded, I grew the engineering group from zero to eight — hiring, mentoring, and setting the technical culture as CEO/CTO. More recently, as Head of Engineering at Backyou, I led a team of four — my first time managing remote, offshore engineers — focused on the workflows and trust that let a distributed team move well. In between, at JENII, I owned product and engineering on a greenfield platform and coached two junior developers to fully autonomous ownership of their modules.
The way I lead is hands-on: I’m the point of contact who clears what’s in the team’s way, and I stay close enough to the architecture and the code to make real technical calls rather than manage from a distance. Having owned the product side as well as the engineering, I’m comfortable on both sides of that table — scoping and prioritizing on business and technical impact, and keeping the team part of the product conversation instead of handed conclusions.
Great teams, to me, are designed, not assembled: clear ownership, real autonomy, and the lightest process that keeps people aligned and accountable — evolving it as the team and product grow. I’d rather push engineers past their comfort zone and spread what only one person knows than become the bottleneck myself. And the things that go unspoken on a team are usually the ones that matter most.