Full profile, relevant experience, cases, and working principles for companies that want to evaluate the consultant behind the firm before booking a conversation.
I help growing companies turn technology into an operational advantage: clearer processes, better visibility, useful automation, stronger decision-making, and internal platforms that actually support the way the business works.
My proposal is to collaborate as a Fractional Technology Director: a senior, flexible, results-oriented leadership role that helps owners, CEOs, and executive teams diagnose, prioritize, execute, and measure a technology agenda with real operational impact.
For more than 10 years, I have led digital platforms, enterprise integrations, process automation, internal systems, reporting, technology modernization, and engineering teams across Mexico, the United States, Latin America, and Asia. This experience allows me to bring a rare combination: executive judgment to decide what should be done, technical depth to understand how to do it, and operational discipline to prove whether each initiative is creating value.
What I Can Help Build
Short-, mid-, and long-term technology and digital transformation roadmaps.
Process automation and operational optimization.
Internal applications such as ERP, CRM, CMS, ATS, knowledge bases, operational portals, and dashboards.
Enterprise integrations, APIs, webhooks, synchronization flows, and automation.
Reporting, data warehouses, executive dashboards, operational metrics, and leadership visibility.
Lightweight governance for technology initiatives: priorities, owners, risks, milestones, and metrics.
Training, technology adoption, documentation, and change management.
How I Work
1. Diagnosis and strategic alignment
Understand the current operation, interview leaders and key users, map critical processes, identify friction, review existing tools, and detect opportunities for automation, integration, reporting, or operational redesign.
2. Roadmap, governance, and executive dashboard
Turn the diagnosis into an execution system: prioritized initiatives, owners, dates, dependencies, risks, metrics, milestones, and a clear follow-up cadence.
3. Measurable quick wins
Deliver early value through report automation, data consolidation, reduced manual entry, integration between current tools, digital forms, or lightweight internal solutions.
4. Scaling and internal capability
Evolve early results into stronger solutions: advanced integrations, data standards, internal ownership, support practices, training, and continuous improvement.
OKRs and KPIs: define expected outcomes and indicators for progress, adoption, productivity, cycle times, errors, and generated value.
Lean Management and continuous improvement: reduce waste, rework, waiting time, and operational friction.
Agile, Scrum, and Kanban: execute iteratively, prioritize clearly, and keep work visible.
PMBOK: manage scope, risks, timelines, stakeholders, communication, and project governance.
Benefits Realization Management: ensure initiatives deliver observable business benefits.
Business Process Management: map, redesign, document, and optimize processes.
Architecture and integration: design APIs, data flows, security, traceability, resilience, documentation, and scalability.
Generative AI and Process Automation
Generative AI can accelerate analysis, documentation, and operational improvement when it is used with human supervision and clear criteria. The goal is not to delegate critical decisions to AI, but to turn scattered knowledge into clear, measurable, actionable processes.
Concrete applications:
Analyze interviews, tickets, emails, or transcripts to detect friction and patterns.
Turn informal processes into SOPs, checklists, policies, quality criteria, and internal documentation.
Classify recurring requests, contact reasons, or operational errors.
Generate drafts of automated flows, business rules, scripts, and executive reports.
Summarize progress, risks, blockers, required decisions, and learnings from each work cycle.
How I Measure Value
Every initiative should have an objective, value hypothesis, metric, owner, date, progress, risk, and learning. Useful indicators include:
Quantitative KPIs: average time for critical processes, hours saved through automation, rework reduction, automated reports, digitized processes, tool adoption, response time, milestone completion, and released operational capacity.
Qualitative KPIs: internal user satisfaction, perceived process clarity, ease of use, leadership confidence in information, collaboration quality across areas, and perceived technology maturity.
Example OKRs:
Reduce operational friction in critical processes through automation, documentation, and flow redesign.
Improve executive visibility by consolidating data sources and dashboards.
Increase technology adoption through training, guidance, and easy-to-use tools.
Core Capabilities
Digital transformation and continuous improvement: technology roadmaps, prioritization, initiative management, OKRs, KPIs, tool adoption, and change management. Automation and integrations: REST APIs, GraphQL, webhooks, workers, cron jobs, queues, data synchronization, operational automation, and low-code/no-code tools. Internal applications: ERP, CRM, CMS, ATS, knowledge bases, operational portals, dashboards, administrative systems, and custom solutions. Data and reporting: SQL, PostgreSQL, MySQL, MongoDB, SQL Server, Elasticsearch, Redis, Snowflake, reporting, data warehousing, and operational metrics. Technology leadership: team management, stakeholder communication, mentoring, training, documentation, Scrum, Kanban, Design Thinking, and executive facilitation.
Education
Mastermind Program: Leadership Based on Behavioral Psychology
Universidad del Valle de Mexico | 2025
Specialization in Leadership for Management and High-Performance Teams
Tecnologico de Monterrey | Guadalajara, Mexico | 2024
Executive MBA
ESIC Business School | Valencia, Spain | 2022
Master in Business Administration
Universidad Tecnologica de Estudios Latinoamericanos | Mexico City | 2018
Engineering in Information and Communication Technologies
Tecnologico de Monterrey | Campus Saltillo | 2010
Certifications
AWS Certified Solutions Architect - Professional (in progress) | Amazon Web Services | 2025
Project Management Professional (PMP) | Project Management Institute | 2021
Gallup Clifton Strengths Coach | Gallup | 2021
UX Management: Strategy and Tactics | Interaction Design Foundation | 2020
Professional Scrum Master | Scrum.org | 2018
Design Thinking Accredited Practitioner | Luma Institute | 2018
Languages
Native Spanish.
Professional and conversational English.
Relevant Clients and Cases
Media and entertainment services company
Client / organization: Media and entertainment services | United States | 2025 - 2026
Collaboration focused on technology leadership, enterprise integrations, and coordination between business goals, clients, and engineering teams.
Designed AI-assisted processes so daily operations could be supported by clear standards for practical AI usage.
Designed integrations across enterprise systems such as OMS, CRM, PIM, fulfillment, and payments.
Owned the technical direction of internal systems and tools such as ERP, CRM, and marketplaces.
Defined digital flows using APIs, webhooks, synchronization, retries, rate limits, idempotency, error recovery, and logging for traceability.
Translated client and business goals into technical plans, priorities, timelines, risks, and control points.
Improved engineering processes through documentation, incident reviews, post-mortems, and operational adjustments.
Designed and delivered internal training on agile methodologies, Scrum, leadership, and process improvement.
Drove internal digitalization through applications, processes, metrics, and tools for operational areas.
Relevance: direct experience integrating systems, designing reliable flows, and connecting technical decisions to business needs.
High-volume B2B SaaS platform
Client / organization: Multi-tenant SaaS platform | Mexico / United States / Asia | 2023 - 2025
Technology direction and operational leadership of distributed teams to modernize a high-volume platform and improve processes, data, user experience, and reliability.
Directed a platform with more than 500,000 B2B customers and more than 10 million active users.
Defined engineering standards, CI/CD, testing, technical documentation, observability, and post-incident analysis.
Modernized legacy systems toward modern architectures, native integration with AI services, and cloud-native services.
Implemented event-driven architecture to automate processes, decouple systems, and improve reliability.
Led a data warehouse initiative to create stronger decision-making capabilities based on data.
Improved product and experience metrics: NPS increased from approximately 60% to 85%, task time decreased by nearly 40%, and clicks in critical flows decreased by about 20%.
Designed and delivered internal training on agile methodologies, Scrum, leadership, and process improvement.
Drove internal digitalization through applications, processes, metrics, and tools for operational areas.
Relevance: proven ability to organize technology, data, processes, and teams in complex environments under growth pressure.
Technology consulting organization for enterprise accounts
Client / organization: Technology consulting for e-commerce, marketplaces, and digital platforms | United States | 2020 - 2023
Leadership of engineering teams and technology initiatives for enterprise accounts, focused on digital products, integrations, quality, SLA compliance, and continuous delivery.
Managed variable delivery structures ranging from 1 to 6 Scrum teams in key accounts.
Owned the technical direction of digital products.
Owned the technical direction of internal systems and tools such as ERP, CRM, and marketplaces.
Designed and implemented platform integrations to reduce communication friction between systems.
Defined quality processes, technical specifications, engineering workflows, QA, long-term support, and SLA compliance.
Designed and delivered internal training on agile methodologies, Scrum, leadership, and process improvement.
Drove internal digitalization through applications, processes, metrics, and tools for operational areas.
Relevance: experience converting business needs into digital solutions that are deliverable, governed, and sustainable.
Operations and business services company
Client / organization: Contact center operations and business services | Monterrey, Mexico | 2019 - 2020
Built a software engineering area from zero for a fast-growing organization, focused on internal systems, metrics, processes, and operational support.
Built the engineering function.
Owned internal platforms: ERP, call center CMS, ATS, and knowledge base.
Defined team structure, roles, internal processes, KPIs, OKRs, technical standards, and executive reporting cadence.
Designed and delivered internal training on agile methodologies, Scrum, leadership, and process improvement.
Drove internal digitalization through applications, processes, metrics, and tools for operational areas.
Relevance: a particularly relevant case for transforming internal operations through proprietary systems, indicators, processes, and adoption.
Ideas on CTOs, Technology Strategy, and Fractional Leadership
Why a non-technology company still needs a CTO
A company does not need to sell software to depend on technology. Sales, operations, customer service, administration, collections, reporting, inventory, approvals, and commercial follow-up already run on digital tools, spreadsheets, integrations, and data.
The problem is that many companies grow with fragmented technology: each area solves problems in its own way, information is duplicated, reporting takes too long, processes depend on key individuals, and decisions are made with partial visibility.
A CTO helps organize that ecosystem. The role is not only about servers, applications, or code. It connects strategy, operations, data, processes, vendors, and tools so technology stops being a scattered cost and becomes a business capability.
In non-technology industries, a CTO can be even more valuable because they translate operational needs into practical solutions: automation, dashboards, integrations, standardized processes, internal systems, and criteria for deciding what to buy, what to build, and what to stop doing.
How a CTO can help save millions
Technology savings rarely begin with a massive platform. They often begin by removing friction: duplicate data entry, manual reports, recurring errors, disconnected systems, slow approvals, processes that depend on one person, and decisions made with incomplete information.
A CTO identifies those leakage points and turns them into a measurable roadmap. They can standardize processes, automate repetitive tasks, integrate systems, reduce rework, improve data quality, and create dashboards that allow leaders to make decisions based on evidence.
The impact appears across several dimensions: fewer wasted hours, less manual dependency, fewer operational errors, faster response times, stronger executive control, and lower risk when scaling.
The key is not implementing technology because it is trendy. The key is prioritizing initiatives that free operational capacity, reduce hidden costs, and allow the team to do more with less friction.
Why a fractional CTO may be the best option
Not every company needs a full-time CTO from day one. Many companies need senior judgment, strategic direction, and execution capability, but do not yet have the size, budget, or maturity to justify a permanent executive role.
That is where a fractional CTO fits. The company gets executive and technical experience at a fraction of the cost, focused on diagnosis, prioritization, governance, execution, and measurement of results.
A strong fractional CTO helps answer critical questions: which systems should be integrated, which processes should be automated first, which tools are worth buying, which technical risks exist, which vendors to use, which metrics to track, and how to turn technology into visible outcomes.
The value is not being present every day. The value is making better decisions, avoiding bad investments, accelerating important initiatives, and building a technology foundation the company can sustain.
Results-based ways to pay for a fractional CTO
The fractional model allows more flexible payment structures than a traditional hire. The right structure depends on involvement, risk, urgency, and how clear the expected outcomes are.
Some options include:
Monthly retainer: ideal for ongoing direction, executive follow-up, prioritization, and strategic support.
Fixed project: useful when there is a clear deliverable, such as a diagnosis, roadmap, executive dashboard, or specific integration.
Milestones: payments tied to phases such as diagnosis, design, implementation, adoption, and measurement.
Outcome bonuses: additional compensation tied to metrics such as hours saved, fewer errors, automated reports, or digitized processes.
Hybrid model: a monthly base plus incentives for measurable results.
The important point is that the relationship should be connected to value. A fractional CTO should not be measured only by hours worked, but by strategic clarity, execution speed, risk reduction, and observable business benefits.
Why a fractional CTO is also a leadership voice
A fractional CTO is not only someone who understands technology. Their real value appears when they can participate as a leadership voice inside the company.
Technology touches decisions across operations, finance, talent, customers, sales, data, processes, and growth. That is why a CTO needs to communicate with leadership, listen to internal users, understand business constraints, and translate technical complexity into clear decisions.
A good fractional CTO helps create alignment. They can challenge priorities, organize conversations, facilitate difficult decisions, anticipate risks, develop internal judgment, and support the team as it adopts new ways of working.
The technical side matters, but it is not enough. What a company needs is technology leadership: someone who can connect vision, execution, people, and results.
