AI & Agentic · Demand Generation · Head of Digital

I don't just plan demand generation. I build the engines that produce it.

For fifteen years I've made technical, long-cycle B2B products generate demand: industrial robotics, building materials, automotive, B2B SaaS. The same discipline works just as well for B2C growth. The work spans three languages and several markets, and it's hands-on. I architect the system and ship it myself, instead of handing a brief to someone else.

That mix of strategy and execution, in English, Spanish and Portuguese, is rare at a senior level. It's what lets me walk into a complex business, B2B or B2C, and turn scattered demand into pipeline a board can actually forecast.

How I work

Pipeline over vanity

I judge every channel by qualified pipeline and revenue, not by impressions or rankings.

Build, don't just brief

I design the funnel and ship it myself: web, SEO, campaigns, CRM. That way the strategy survives contact with reality.

One system, many markets

One operating model, run in three languages. Opening a new region costs weeks, not headcount.

The 3 KPIs I track

KPI 1

Budget efficiency

I track CAC by channel and ROAS against pipeline contribution. If a euro of spend can't be justified by a commercial outcome, it gets cut.

KPI 2

MQL quality

Volume means nothing if the leads don't convert. I track MQL-to-SQL rate as the real signal, and I doubled it from 1.9% to 3.6% year over year by tightening how we qualified and routed leads.

KPI 3

Marketing-attributed revenue

What matters is marketing's direct contribution to closed revenue, not just leads handed to sales. Our highest-efficiency channels brought in 34% of total revenue at a CAC 40% lower than the rest.

Running marketing like a product

I hold a Senior Product Manager Certification from Product School, and I put that training to work throughout my time leading marketing at Universal Robots. Instead of treating campaigns as one-off executions, I ran marketing like a product: a roadmap, clear OKRs, sprints, and priorities set by outcomes.

Roadmap thinking: I treated marketing initiatives like product features, prioritized by business impact, feasibility, and customer data. Plenty of ideas didn't make the cut.

OKRs and owning the outcome: My team never reported on activity. We reported on pipeline contribution, CAC payback, and MQL quality, and I was the one accountable for the commercial number.

Two-week sprints: We ran campaigns in two-week sprints, each with a defined hypothesis, A/B tests, and a retrospective at the end. That kept the feedback loop short.

Working across a matrixed org: I worked across a matrixed organization spanning 9 markets. Getting alignment without formal authority takes the same skills as product management: frame the problem clearly, bring the data, and build consensus one stakeholder at a time.

Track record

Universal Robots & MiR

Teradyne Robotics

Led the web and digital experience for two global robotics brands on a single platform, across markets, languages, and a long, technical sales cycle.

PULSElabs

Founder

Designed and built a B2B / B2C demand-generation platform end to end: brand, product and code, with an AI-agentic core.

HotMarcas

Founder

A trademark-intelligence SaaS for the Brazilian market, built from data pipeline to paywall.

Earlier

Agency-side digital strategy and campaigns for brands including Cosentino and Toyota Spain.

Works in English, Spanish and Portuguese · Spanish (EU) work authorisation · Available across Spain & Brazil time zones.

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