Services and target

I’m offering my services as part of AddVenture, a pioneer company in Coaching processes for Senior Management that comes up with, designs and facilitates Executive Coaching, Leadership development and Cultural Transformation programmes, on both an individual and collective basis.

For me, AddVenture is more than a company, it’s a way of life. It’s where I share my experience, my knowledge, concerns and aspirations with a perfectly aligned and cohesive team of professionals. Together, we practise what we preach, we put together tailor-made programmes and enrich them with the divergence of our profiles. And through convergence, we monitor each programme together, we have ongoing development conversations, we give each other constant feedback and we identify new opportunities for evolution. The result is an efficiency and complicity that satisfies me, both professionally and personally.

As well as executive Coaching processes, thanks to my professional career and personality, I have a versatile profile that also allows me to offer Trusted Advisor, Mentoring and Independent Director services to the Board of a company. To explain the difference and complementarity between these services, I use the AQAL model created by Ken Wilber to structure the change process using two axes, interior-exterior and individual-collective, which make up four quadrants. According to this model, no change or transformation in an organisation can occur if it doesn’t work in all four quadrants at the same time.

At AddVenture, I provide the rare added value to be able to move, in a comfortable and well-informed way, with proven experience, through the four quadrants. It’s easy for me to think of them holistically, as a sum or combination, given that for the first 25 years of my professional life I was on the outside and over the last few years I’ve been working extensively on my internal side, as well as training as a Coach and Facilitator. Thanks to the skills that I have developed in organisational and managerial aspects -at the Strategy level, hard and soft skills-, during the Coaching process, I am now able to carry out a multidimensional analysis in order to plan, for example, the alignment of a Strategic plan with the Culture of the organisation, a new variable for bonuses associated with Leadership, a feedback procedure that focusses on individual development, evaluation of the monitoring process, new organisational structures or efficient dynamics for management committee meetings.



INTERIOR / INDIVIDUAL = EXECUTIVE COACHING. My role is to help, through conversation and a proven methodology, someone discover their transformative potential for themselves and change their beliefs, mindset or whatever their own operating system may be. I do not help, fix, or tell them what to do, instead I guide and accompany them through their own discovery. Truly effective Leadership is founded on self-awareness.

INTERIOR / COLLECTIVE = ORGANISATIONAL CULTURE. My role is to identify the intangible characteristics of the Culture of a company or organisation, the unwritten but distinctive features, its strengths and weaknesses, its toxic dynamics and its opportunities for growth. Aligning the Culture of collective Leadership with the organisation’s strategy is the key to obtaining optimal results that are also sustainable over time.

EXTERIOR / INDIVIDUAL = SKILLSMy role is to work on improving the different behaviours and decision-making processes so that they are the most coherent, consistent and convenient. Unlike Organisational Culture, this part is visible and shared, and is learned through training. Some examples of skills -above all soft skills– are teaching how to give good feedback, practice active listening, have developmental conversations and ask open-ended questions. Effective Leadership always begins with oneself, developing Leadership-coach skills is essential in order to create teams of leaders.

EXTERIOR / COLLECTIVE = ORGANISATIONAL SYSTEMS. My role is to provide my expertise as a Senior Manager to achieve the transfer of processes, monitoring structures and evaluations. For example, to encourage evolutionary Leadership by suggesting linking a percentage of the bonus to the variable of Leadership objectives as a company strategy that can be reviewed annually. Leadership must be on the organisation’s agenda of strategic initiatives, and, as such, must have its own execution, monitoring and evaluation processes.

FOUR QUADRANTS = TRUSTED ADVISOR. Unlike pure Coaching, as a Trusted Advisor I contribute my professional background and personal experience. I provide it and put it at the service of the other person when I think it might be useful or create a mirror effect. I also answer their questions as an Adviser or Coach, both in regular sessions and on specific topics that require perspective and qualitative feedback. Being in the Senior Management of a company means being exposed to “power blindness” and is inherent to the hierarchical position and success itself, therefore the vision and perspective of someone external to the organisation is essential in order to develop conscious and inspiring Leadership.



My specialisation is Top Management, Senior Management services both in the business sphere -my habitat for many years- and in organisations open to undertaking a Cultural transformation, such as universities, hospitals, NGOs, etc.

Face-to-face sessions are my priority because they provide more added value and a more obvious transformation. I also offer the hybrid format, with remote sessions, to provide flexibility and adaptability in circumstances where face-to-face is not an option.

ONE TO ONE: individual session where we work, in a very authentic, pure and close way, on the personal transformation that leads to Leadership from the inside out.

TEAM: with teams (usually between 5 and 15 people), our work revolves around complementarity, convergence and interrelationships between people from the same board, committee or management.

GROUP: unlike with teams, where we usually work in synergy towards a Purpose, with groups (about 20-30 people with different roles or belonging to different business units within the same organisation) we work on common situations that arise in these more dissociated and overwhelming environments, with loss of connection, anguish, lack of motivation, disconnection due to isolation or loss of talent.