Platform strategy
Tech and Product Strategy
I turn capabilities into services, and services into products people keep choosing.
Lead Product Manager, IoT Data PlatformSchneider Electric · Barcelona
My Work
20+ years, 4 domains, one continuous line — and everything I did along it.
4 years2006–2010
Information Systems
ParaguayPublic Libraries
8 years2010–2018
Mobile Apps & APIs
4 countries, 3 continentsDigital Banking
4 years2018–2022
eCommerce Platform
35+ countriesNespresso B2C/B2B
4+ years2022–present
IoT Data Platform
WorldwideSchneider Electric
Products I have built
- Platform as a Product
- Data & API products
- Headless eCommerce
- Mobile & Web applications
- Digital Banking ecosystems
- Developer Portals
- Library Catalogue Systems
- Information Search Portals
The capabilities they are made of
- Federated API management
- Identity & authentication
- Account onboarding & management
- Shopping cart & checkout
- Payments & financial transactions
- Product catalog & search
- Ratings & reviews
- Quotation & pricing
- Stores & pickup geolocation
- Notifications, alerts & messaging
- IoT alarm management
- Data ingestion, storage & exposure
- Subscription plans & scopes
What makes them scale
- Product strategy & roadmap
- GTM & lifecycle management
- Governance & design standards
- User & developer experience
- Documentation & onboarding
- Versioning & deprecation
- Service levels & support
- Adoption & usage metering
- Community & advocacy
My Blog
How platforms are actually run — the parts that only show up at scale.
Read all my posts
How I execute
01
Find the product inside the capability
Most of what a company sells was built for itself first. I spot which capability has a market, and who's willing to pay for it.
02
Build for both sides of the interface
Consumer and developer experience are one discipline. I have owned journeys used by millions, and the APIs beneath them.
03
Run it like a product, not a project
Projects end. Platforms keep earning the teams that build on them: versioning, service levels, a negotiated roadmap.
04
Build the business case, not just the product
A good product with no business case is an expensive hobby. Who pays, what for, and why now.
How I lead
People grow by getting harder problems rather than more work, and by learning to think better rather than execute faster. What I trust is mastery, explicit trade-offs and honored commitments. The test is whether they outgrow the role you give them.
Influence rarely comes from authority. It runs on three things.
- 01
Their way of thinking
Discussing in the other side's terms, and against their own metrics.
- 02
Small wins
In large organizations, momentum is more important than mandates.
- 03
Reputation
Built on credibility, clarity and predictability.