I run the operating model and the commercial engine.

What I do

I work with founders and CEOs as a fractional COO and CRO — part-time, hands-on, inside the business rather than advising from outside it. The mandate is usually the same: make the way the company runs capable of supporting the commercial result it is chasing.

That means operating cadence, accountability and execution systems on one side, and pipeline, pricing, forecasting and commercial structure on the other. Held by one person, so the revenue target and the capacity to deliver it are the same decision rather than a negotiation between two hires.

Where this came from

At Onport I was the first hire and became COO. I helped scale ARR from around €100k to €2.5M at peak, and drove the strategic acquisition process that led to Farfetch. That was an operations mandate: building the model, the structure and the accountability that let a small team scale without breaking. The company sold marketplace technology to customers including Stadium Goods, The Collagerie and &Open.

At Rovo, working on the Assembly business, the mandate was broader: SVP Revenue & Operations, with responsibility across revenue, operations, finance and organisational structure, leading more than 40 people. We built the sales and marketing structure that took Assembly to 3x its revenue run-rate in a single year, in premium merchandising, fashion production and technology-enabled services.

Those two roles are why I do not treat operations and revenue as separate audits. At Assembly the revenue result depended almost entirely on operating decisions — who was resourced where, what the forecast actually assumed, whether pricing and delivery lined up — not on sales execution alone.

How I work

Hands-on and commercially focused. I am not a strategy consultant and I do not deliver a report and leave: the work is execution, inside the company, with the numbers in view.

I am also not a fractional CFO. Finance, P&L and forecasting are the competence of an operator who answers for the numbers — not accounting, reporting or closing the books.

Engagements are shaped around the situation rather than sold as a fixed package. The first step is always a conversation about what is actually going wrong.

Background

I am based in Porto, Portugal, and work with companies in Portugal, Europe and beyond. My background combines management and industrial engineering with ecommerce, SaaS, marketplace operations, fashion production and executive leadership.

I write regularly about operating cadence, revenue structure and the decisions founders face when informal execution stops being enough.