In short
My profile is technical, managerial and strategic at the same time. I have defined architectures and stacks, led development teams and programs of several hundred people, and supported executives and Client Partners in technology decisions, proposals and RFPs. All my life I have worked close to product development: understanding the business need, taking part in functional and non-functional definitions, and working side by side with marketing, product, communications and other areas, always close to the C-level of the companies. Throughout my career I have worked with local and remote teams in the United States, Central America, India, Spain and other parts of Europe, and across very different industries: finance, payments, media, video games, agriculture, sport, health, retail, industrial automation.
One thread runs through all of it: arriving early to a change and helping an organization adopt it. It was the cloud in 2003, Scrum in 2009, blockchain in 2016, and today it is AI agents. What I learned most in those years is not about tools but about people: how you convince a team to work differently, and how you sustain that change once the novelty is gone.
Globant, 2020-today
I joined in February 2020, in Cloud Scalable Platforms, focused on banking and payments in Latin America. In 2021 I moved to the Blockchain Studio, with Web3 projects in health, sports, gaming, retail and hospitality. Since 2025 I am a Senior Specialized Technology Director in the Consumer Goods & Manufacturing AI Studio, where I architect and implement agentic AI harness frameworks for the whole delivery lifecycle: orchestration, governance, knowledge management, requirements, planning, implementation, testing and release. I was the first Claude Certified Architect in the company.
The program that demanded most from me was one of hundreds of people and multiple development teams for an industrial automation and robotics company, with interdisciplinary teams from the client, from Globant and from other vendors, SAFe with multiple release trains and continuous release, and TÜV certification at every step of the process and in every release. On the same account I took part in vulnerability analysis on United States critical infrastructure within Anthropic’s Project Glasswing. The difference from the teams of 2009 was not the kind of problem but the scale: many more teams and vendors, and the same need to get everyone pulling in the same direction.
Highlights at Globant
This is work I cannot describe by client name, but I can describe by what it was.
I led the team that implemented and ran a business process to distribute funds at large scale to users around the world, integrating multiple distribution channels and implementing data ingestion, normalization and analysis for reconciliation.
I led data teams: Salesforce and Snowflake integrations, consolidation of multiple data repositories into a common model, ingestion and transformation pipelines, data quality and business reporting.
I took part in integrating a multinational’s global IT policies during the launch of its business in North America, leading lift-and-shift and replatform processes, transactional ecommerce integrations, payment processing, data and security.
I led teams building digital wallets for one of the largest payment processors in Argentina, and integrated and led KYC and AML processes in banking and fintech.
I built immersive experiences for large entertainment chains in the United States that joined the physical and the virtual world in the metaverse and unlocked real-world experiences.
I took part in M&A processes at multinational companies, evaluating prospects from the technology side and supporting the onboarding of new acquisitions.
Throughout these years my performance reviews were consistently strong, meeting and exceeding the expectations of the role, which translated over time into more responsibility and larger programs.
Independent consulting, 2016-2021
Between 2016 and 2021 I worked as an advisor and independent consultant in blockchain, AgTech, FinTech and AI. I helped startups and traditional companies define their architecture and cloud implementation strategy, did technical feasibility analysis of projects, and started ventures of my own in parallel.
R/GA Buenos Aires, 2013-2016
I was Senior and then Executive Technology Director, responsible for the technology strategy and execution of the fast-growing Buenos Aires office, with clients in Latin America and within the agency’s global network. I built and led the technical teams and the client relationships in the region.
Thomson Reuters, 2010-2013
I joined in August 2010 as a Project Manager, with Gameloft as my calling card. The company was taking its first steps with agile methods. I led the Lean and Agile implementation in the development teams under my responsibility, local and remote, and contributed to defining the organization’s processes and standards. In 2011 I became Core Research Development Manager for South LatAm, responsible for the SaaS applications in Argentina, Uruguay, Paraguay, Chile and Peru, and in 2012 I was one of thirty employees in the Southern Cone selected on performance for the Generate Program, a training program in India for the organization’s future leaders.
What was different happened outside IT. Human Resources was a team of five in the middle of a reorganization and a series of acquisitions, and it could not keep up with every candidate for every open position. The symptom was aging: candidates growing old in the process without anyone knowing how long they had been there or what the next step was. I was asked to advise and applied Kanban in the simplest way I could: one board where the whole team could see each candidate’s delay, the next step and who owned each stage. The team recovered control of the process. I documented what we learned for the agile community and that led to the talk “Beyond IT: Implementing Kanban in Staff Recruitment & Selection processes” at Lean Kanban Southern Europe 2012, in Madrid.
Gameloft, 2009-2010
In July 2009 I joined as Ecommerce Project Manager to take over a team of about twelve people that was not working. The area was the machinery behind the games: backend, minisites for every launch, carrier integrations and all the web implementation. Requirements arrived unclear, the business could not see progress, features went out incomplete and everyone’s goals pointed in different directions. The team was demotivated, performed poorly and knew it.
The first thing I did was sit down with the team, before touching any process. On that basis I introduced Scrum, which in 2009 almost no company in Argentina used (I certified as a Scrum Master that year), and brought the business owners into the key definitions. I set short-term milestones the team could reach, and when the business recognised them publicly, morale changed more than with any speech. The team started delivering on time. In November I was promoted to Ecommerce Manager to extend the method to the whole area: several teams of seven to ten people, more than eighty in total.
That is where the part the books leave out began. Two people with many years in the company and expert status did not want to change. I studied change management and worked in stages: first I identified the early adopters, then I used their results to give the change visibility and bring in the followers, and only at the end I worked one to one with the most reluctant. In parallel I trained in MBTI, because I had to connect with very different people. The method was adopted across every team in the area. I still use that sequence today with much larger teams.
The beginnings, 2000-2009
My first formal job was at the Universidad de Belgrano, from 2000 to 2003, building e-learning platforms and transactional sites. Then came six years at Inguz, developing cloud services for Argentine companies when nobody yet said SaaS: tax reporting, document management for companies certifying ISO 9001, passenger transport traceability. I was among the first to put web solutions in the cloud for companies in the country.
Scrum in 2009, agents in 2025
What I see today in the adoption of AI in companies looks a lot like 2009. Companies decide to complement teams with agents, and developers, testers and managers resist for the same reasons they resisted Scrum fifteen years ago. The teams are much larger, and along the way I moved from Scrum to SAFe, but the tool I use is the same one from Gameloft: early adopters, visible results, followers, and one to one with the reluctant.