No longer 'just another engineer', but still an engineer.

I started my career at an industrial 3D printing factory, work overall and safety shoes on. I was fascinated by engineering, logic and problem-solving, but something didn't quite fit. It wasn't just about salary. It was impact, growth, recognition. I saw how decisions were made far from the shop-floor, without fully understanding the product or the customer, and I started wondering why engineers rarely participated in those conversations.

That curiosity led me to explore what I used to call 'the dark side': areas that seemed foreign to an engineer: sales, marketing, and product. It wasn't a natural or easy leap. There was no clear path or manual. I didn't want to lose my technical identity or take a step back. I learned through trial and error. In that process, I discovered something that would mark my entire career: my engineering background was a real competitive advantage in the world of business.

A couple of years later, a casual recommendation changed the course of my career. A colleague from the marketing team put me in touch with one of their suppliers and I ended up joining Ultimaker, a Dutch startup that was revolutionizing low-cost 3D printing. That move marked the first major turning point.

There I worked in technical marketing, sales channel development, and product management. An unusual path for an engineer fresh from the factory floor, but the perfect environment to understand something key: when a technical profile understands the market, the client, and how commercial decisions are made, they can significantly accelerate a business and improve their own job compensation.

Later I returned to Barcelona to join HP. That wasn't a planned move either. HR contacted me for a relatively junior profile, but after the first conversations, the hiring manager proposed me for a senior role that had been open for over three months. Not because I fit better technically, but because of my way of understanding the client, the market, and the product in use at the factory floors.

The environment was completely different: a global corporation, complex structures, and long sales cycles. And yet, the pattern repeated itself. I realized that engineers who learn to 'speak business' not only progress faster, but have more weight in decisions.

While all this was happening, something was happening outside of the workplace. Former university classmates and industry colleagues invited me for coffee with the same questions: 'How did you do it?', 'How did you move to those roles?', 'How do they respect you in sales without being a salesperson?'.

I didn't talk to them about enrolling for an MBA or becoming salespeople. I explained what I lived in my own skin: how to translate technical work into business impact, how to present a project, how to understand an industrial client, and how to negotiate a promotion or salary improvement with common sense. What was surprising was that it worked. Months later they came back with internal promotions, new responsibilities or salary increases of 20-40%. It stopped being a one-off and started looking like a pattern.

That pattern was confirmed when I assumed a commercial management role. I went from managing a small team to building and leading a team of over twenty-five people in sales and marketing for a growing industrial company. During that time, I interviewed more than 300 candidates. Almost all were generic profiles, without technical experience.

Tired of that disconnect, I started hiring and training engineers with little commercial experience. The result was revealing: consistently, engineers became the most solid profiles in the commercial team. Not for being more extroverted or having 'people skills', but because they understood the client, the product, and the real problem. Industry was their native language. The client was their fellow engineer. Sales and marketing were learnable skills.

In 2023 I established myself on my own to help industrial companies improve their sales and marketing. On paper, everything worked. But when the commercial team doesn't understand the product or the technical context, the impact is diluted or not sustained.

Thanks to this experience, I confirmed that the greatest impact is not in fixing commercial departments from the outside, but in giving engineers the tools to influence from within.

Thus GTB Strategy for Engineers was born. Not as a program to 'stop being an engineer', nor as a promise of a role change, but as a process to develop business judgment, gain visibility, and expand professional optionality for ambitious engineers.

Just like I did, some engineers use this new business language to transition to sales, marketing and product roles. Others leverage it to grow where they are. The approach is the same. The moment and the decision are yours.

In 2026, I decided to leave much of the consulting I was doing for companies and focus myself to working with engineers for a simple reason: when you work with a company, you improve a KPI; when you train an engineer, you help a person.