Workshops, diagnosis and mentoring on your real flow of work

In-company workshops

One or two days · on-site or remote · for teams or for leadership

Every workshop works on a real process from your company, not a textbook case, and ends with applicable decisions. I have taught digital product, marketing and organizational transformation, and I am a lecturer and programme director at EOI Business School.

• Connected strategic planning (Flight Levels) How to link strategy to execution across the organization's levels, so decisions made at the top actually reach daily work.
• Data-driven decisions with metrics What to measure, how to read it, and how to replace perception and pressure with evidence.
• OKRs: method, definition and follow-up How to set objectives that can genuinely be tracked, and how to sustain the cycle so they are not abandoned by the second quarter.
• Portfolio management Value-based prioritization, demand governance and work-in-progress limits: deciding what not to do is the most profitable decision.
• Value Stream Mapping Mapping the real value flow to locate bottlenecks, waiting time and waste, and to reorganize processes from there. You leave with the map of your process and the bottlenecks prioritized.
• AI applied to processes and decisions Where generative AI genuinely fits into a workflow, how to pick the use cases that free up capacity, and how to avoid automating a badly designed process.
• AI-assisted collaborative discovery (Agile Inception) Product or project kick-off as a workshop: vision, users, scope and risks built with the whole team and accelerated with AI, so you leave with a shared baseline in days rather than weeks.

Diagnosis of the flow of work

Two to four weeks · for heads of operations or product, or leadership committees

For organizations that cannot see where work gets stuck. Observation of the real flow, not the one the org chart describes; a map of bottlenecks, dependencies and rework; baseline metrics (cycle time, work in progress, dependencies) and a feedback session with the leadership committee. It is the first phase of the five-phase model I apply as Head of Operations & Transformation.

• What you get Where time is lost, which three changes to make first, and a transition plan towards a target model the area can sustain on its own.
• What happens next The diagnosis is designed so the area can start the changes itself, with monthly mentoring if needed. If it calls for a full operating model redesign — team topology, OKR rollout, process automation with AI — I take it on by request, one project at a time.

Monthly mentoring

Regular sessions on a monthly cadence · leadership committees and teams

Support on the real work in front of you, without opening a full transformation programme. Every session ends with decisions taken, not theory waiting to be translated.

• Leadership committees Prioritization, demand management, change management and decision-making with data instead of perceived urgency.
• Teams, Scrum and the success of your project How to get a team delivering consistently: clear roles, ceremonies that earn their place, realistic commitment and a way of working that sustains the project instead of consuming it.
• AI in your product discovery and delivery Where generative AI fits into each phase of the product cycle, with concrete use cases that free up team capacity rather than adding one more tool.
• Operational and execution best practices Workflow management, work-in-progress limits, effective refinement and planning, and team metrics to take execution to its highest level.

Testimonials

Recommendations published on my LinkedIn profile, where they can be verified.

• “I especially appreciate Antonio’s ability to rebut the naysayers by focusing on the pain issues and highlighting the things that we were doing well. He has excellent communications skills and balances the rules with real life experiences.”

  Francisco Javier Alés Martínez Teammate on the international CRM rollout 2020

• “As head of the legal department I worked hand in hand with Antonio, and I can say he is highly responsible, demanding, and knows how to coordinate and manage his teams perfectly. On top of that, he has not only technical knowledge but business vision and a client focus.”

  Paola Redecilla Ruiz Head of the legal department at the time, now Senior Manager at PwC Australia’s Privacy Office 2016, translated from Spanish

Questions before you write

How do you fit this alongside your executive role?

That is why the formats are bounded: one- or two-day workshops, a two-to-four-week diagnosis and monthly mentoring. A full operating model redesign is only taken on by request, one project at a time.

How much does it cost?

It depends on the format and scope. Tell me the problem and I will propose a format, a scope and a budget.

Remote or on-site?

Both, depending on the format and where the team is. Workshops and the diagnosis work either way.

Does it work for teams outside technology?

Yes. Of the four areas I work on at Northius, three are not technology: educational services, operations and marketing. The cases on my profile come from there.

How is the result measured?

With flow metrics taken before and after: cycle time, work in progress, dependencies and rework. Perception gives way to evidence.

How I work

• On real problems Every session starts from your organization's actual flow of work: you leave with applicable decisions, not theory waiting to be translated.
• Bounded formats One- or two-day workshops, a two-to-four-week diagnosis and monthly mentoring, remote or on-site. A full redesign only by request, one project at a time.
• Aimed at autonomy The goal is for the organization to sustain the system on its own. The work together ends when it is no longer needed.

Tell me the problem you want to solve and I will propose a format, a scope and a budget. Let's talk.