The hard part is not building it. It is knowing what to build.

Chapter 01 · Where I come from

I have sat in all three chairs.

Inside a company, technology looks different depending on where you sit. I have sat in all three places, and each one taught me something you cannot learn from the other two.

2009 — today

The chair of the one who writes the code

Code in production: websites, ecommerce and integrations for large companies.

A system almost never breaks on the hard part. It breaks on the part nobody wanted to look at.

2014 — 2017

The chair of the one who leads

Architecture, team and priorities as CTO. Deciding what gets done and, above all, what does not.

The bottleneck is almost never technical. It is that nobody has said what comes first.

2017 — today

The chair of the one who answers

CEO of Pleasepoint: investors, large contracts and numbers that had to add up every month.

Technology that gives nothing back to the business is a cost, however well built it is.

When I propose something, I am looking at it from all three at once. And I never got up from the first one: I still write code every week.

Chapter 02 · How I decide

Five rules I decide by.

These are not website values. They are the rules I apply when your budget is in front of me and a choice has to be made.

If it gives you nothing back, I tell you not to do it.

Before proposing anything I look at what it will return and how soon. If the numbers do not add up, I say so, even if that means one project less for me.

From the CEO chair: signing a project that returns nothing costs you the client, and then the referral.

Decide first, build second.

The projects I have watched fail did not fail on the technology. They failed because nobody was deciding what to do, only how to do it. The first thing I do is close that decision, with you in the room.

From 50 companies: not one of them got stuck for picking the wrong language.

Working beats documented.

A product that runs is the only proof that counts. The documentation your team needs, yes. The kind nobody reads, no.

From the CTO chair: the prettiest diagram has never solved a problem in production.

The plan lasts until the numbers say otherwise.

Decisions are made on data, not on hunches: neither yours nor mine. If three weeks in the numbers point somewhere else, we change course and carry on.

From 80 AI systems in production: the one defended without measurement falls over on its own.

I have to be able to leave.

I work so your team can carry on without me: decisions explained, the system understood and people able to touch it. If you depend on me when we finish, I did it wrong.

From 14 years of teaching: if the other person does not understand it, you did not explain it; you did it for them.

And what I do not do.

I do not charge by the hour, or to keep anyone busy.
I do not build AI demos to be shown in a committee.
I do not take on projects where I cannot talk to the person who decides.

Chapter 03 · The path

Seventeen years, in order.

2009

Developer

Code that reaches production: web, ecommerce and integrations for large companies.

2012

Lecturer

I start teaching on master's programmes: first at ESDi and, since 2018, at INESDI, part of Grupo Planeta. To teach something well you have to understand it properly.

2014

CTO

From writing code to deciding architecture, priorities and team.

2017

CEO of Pleasepoint

AI startup. Investors, large contracts and the responsibility of making the numbers work. In 2023, Top 20 in Southern Europe by AWS.

2025

AWS Summit Madrid

A talk on generative AI applied to fashion imagery, on the largest cloud stage in Europe.

Today

Technical partner

All of that in the service of companies from 1 to 10 million that need to build, scale or prepare their team. No payroll and no long contracts.

Chapter 05 · In short

The rest, in two minutes.

Where I am: Granollers, Barcelona. On site across Catalonia and remote everywhere else.
Languages: Catalan, Spanish and English.
Where I teach: Master's programmes at INESDI (Grupo Planeta) and ESDi, since 2012.
What I work with: AWS and Bedrock, automation, integrations and the small teams you already have.
Who I work with: Companies from 1 to 10 million, always talking to the person who decides.
Outside work: I coach an amateur league football team and look after the family olive grove in Esparreguera. Two things that only work out if you come back every week.