Capgemini

Managing Consultant

Universitat Politècnica de Catalunya

Lecturer on the topic of Business Agility for a postgraduate degree.

Lecturer Business Agility

Talon Transformation

Managing and leading various global (Agile) transformation programs for our clients. 

- Implemented strategic OKRs in a government agency with 200,000 employees
- Assessed and improved various SAFe ARTs for multiple clients
- Helped a crypto company scale up from 5 to 15 teams, implemented Agile ways of working and coached leadership.
- Mapped and improved the collaboration between different departments, roles and teams in pharmaceutical clients, impacting 100+ people.
- Assessed the organizational maturity and delivered recommendation of improvement in multinational companies.
- Delivered workshops on Agile ways of working, impact mapping, team collaboration, ...

A.o. Almirall, Hipra, Socios.com, Kapsch, Marrocan ministry of education, Yara, ImaginBank.

Co-Founder & Agile Transformation Lead

Led the Agile Transformation in Caixabank from 4 to ~50 E2E development teams. Systemically scaling up the Agile product organisation, implementation of OKRs and flight levels together with key stakeholders and creating a culture of continuous improvement.

- Aligned the strategy and goals throughout the strategic-, E2E- and operational levels with the introduction of OKRs and organisational Feedback Loops.
- Defined and implemented specific Agile frameworks for different contexts in Caixabank and scaling of the Agile organisation (among others: Portfolio Management, Tribes, Chapters, SAFe, Scrum, Kanban).
- Helped the business and stakeholders in the process of managing their demands and involving teams in decision-making, Agile Leadership development.
- Set up, and continuous improvement of tribes and product teams through experimentation with best practices; team facilitation, training and coaching of Agile Coaches, Product Owners, Scrum Masters and teams.

Internally UST: Defined and set up the learning and growth paths for Scrum Masters and Agile Coaches within the Agile Transformation Practice.

Sr Agile Coach @ Caixabank

Lidl Digital

Responsible for the delivery (SAFe) of SAP S4 HANA and Hybris:
- Coordinated delivery in Scrum teams for the Order to Cash stream in LIDL's new European E-Commerce platform. (Transformation of ways of working, coaching of Scrum Masters, getting the business onboard.)
- Delivered a fulfillment solution as RTE  with 5 product teams.

Delivery Lead Ecommerce / RTE

Agile Coach / Scrum Master working with multiple international, remote, E-Commerce teams.

Agile Coach / Scrum Master

Nov 2017 – Apr 2018
Responsible for alignment between departments of the presales process for bids in the Corporate and LE market.

Sep 2016 – Oct 2017
Scrum project manager in large IT projects for various corporate clients of KPN.

Change agent in the Agile Transformation of the company.

Management Trainee | Young Talent Program

Loop - Business Models

Strategy and innovation consultancy for mostly multinationals and start-ups. Leading, and assisting in projects for creating new business models and new product- and service categories through the Design Thinking methodology.

A.o. RACC, CAF, Mocoffee, Aldi Spain

Business Innovation Consultant

Delft University of Technology

Coach and teacher in course Product Design at faculty of Industrial Design Engineering
Guiding students through the process of Design Thinking.

Coach & Teacher Product Design

Let's build effective IT organisations where people love to work!

For 10 years, I have helped organizations to improve (Agile) delivery.

I have led large transformation programs impacting all layers of the organization and up to 50 teams, and ran delivery programs of up to 15 SAFe teams where cross-team coordination is essential. My work involves aligning stakeholders and departments in transformation and delivery efforts.

I have a pragmatic and people-oriented approach, and facilitate change by building bridges between stakeholders and empowering teams to navigate resistance and adopt new practices that stick. My coaching supports personal growth, team maturity, and organizational resilience.

Previous I have worked in different roles like Transformation Lead, RTE and Executive Coach, and I know how to align many teams simultaneously. Also I am experienced in leadership development and have led multiple large delivery programs and Agile transformations.

SAFe Program Consultant and trained Co-Active and ORSC coach.

Anco van der Wurff

We can do it better and faster. I coach Scale-ups CxOs to boost their business with their current team, making minimal changes.

Empowering Founders and CEOs of Scaling Software Companies to Unlock Sustainable Growth

We specialize in aligning teams, simplifying systems, and empowering leaders to scale without chaos.

✅ Team and Department Alignment: Creating clarity and cohesion, so every team works in harmony toward the same goals.
✅ Market Understanding: Pinpointing opportunities and crafting strategies that resonate.
✅ Delivering Market Value: Building systems that prioritize impactful delivery over inefficiencies.

Our Approach:

🌟 Simplicity: We focus on the essential changes your team needs to scale effectively—no fluff, just results.
🚀 Challenge: We’ll push you to break limiting beliefs and overcome obstacles, ensuring you grow alongside your company.
💡 Honesty: Expect transparency. We’ll give you the hard truths needed to move forward, faster and better.

Why It Matters:

As a founder or CEO, you’ve done an incredible job getting your company this far. But rapid growth introduces new complexities—misalignment, communication breakdowns, and inefficiencies that can stall your momentum.

That’s where we come in. With a proven track record of transforming teams and operations, we help you regain clarity and control, ensuring you meet growth milestones without sacrificing creativity or culture.

Are you ready to scale smarter, not harder? Let’s talk.

Santi Pozo

Stop looking for a "10x Developer." You need a 10x system.


Most founders are held hostage by their most senior engineer. If that person leaves, the company dies. If that person is sick, delivery stops.

The pattern is always the same. 
Management praises the "hero" who stays until 10 PM to fix a bug. 
The "hero" gets burnt out because they are the only ones who know how the code works.

Both are right. And both are missing the point.

The problem isn't a lack of talent. It's that you’ve built a cult of personality, not a delivery engine.

A professional company doesn't need heroes. It needs a system where a "standard" developer can produce "extraordinary" results without a mental breakdown.

If your company’s survival depends on one person not getting hit by a bus, you don't have a business. You have a ticking time bomb.

Stop hiring superstars. Start building systems that make superstars unnecessary.

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Founder

Lead Agile Coach

Agile Coach

Ship Code Predictably • Build Features that Drive ARR • Build Teams That Run Like Owners

Catalán

Español

If you think shipping 20 new features a month makes you a product-led company, read this.


Most scale-ups push out endless tickets, celebrate the release, and call it "velocity". It’s not velocity. It’s a feature factory. 

Sales wants more features to close the next big deal. Engineering wants time to refactor the crumbling codebase.

Both are right. And both are missing the point.

The biggest risk to your SaaS isn't shipping too slowly. It's shipping code nobody cares about at record speed.

When product is just a "ticket-taker," nobody asks how a feature actually moves the needle on ARR or retention. You are churning out code based on gut feelings and the loudest client. You aren't delivering value; you're just writing expensive code and hoping it works.

I’ve helped the biggest names in the industry stop the guessing game. They stopped writing code until they could connect the ticket to a measurable business hypothesis using Impact Mapping.

The reward? Delivering less code, but driving actual ROI.

Is your team shipping features, or are they moving business metrics?

Santi Pozo 

Asking for status updates is a sign your system has already failed.


The pattern is always the same. Founders complain about a "lack of ownership." Developers complain about "constant interruptions."

Both are right. And both are missing the point.

Accountability isn't a personality trait you hire for. It’s a structural output. 

When a developer has 5 open tickets, 3 blocked dependencies, and a Slack channel "vibrating" with urgent requests, they can’t be accountable. They are just surviving.

If you have to ask "What’s the status of x?" in a daily standup, your system has already failed.

A flowing delivery engine doesn't require you to "chase" people. It makes the work visible, the bottlenecks obvious, and the "no" easy to say.

Stop looking for "more committed" people. Start building a system where it’s impossible to hide and easy to win.

If your leadership style relies on "checking in" every morning to make sure things are moving, you aren't a CEO. You’re a highly-paid babysitter.

Build the system. Get your life back.

🚀  Elevate Your Delivery

Previously at Elevate Your Delivery, we have worked with the "giants" of gaming companies in Barcelona, helping them transform their operating engine and delivering a guaranteed 30% faster time-to-market. 

We have helped these companies break down the traditional silos between art, design, and engineering teams. Doing so, features shipped faster than ever, teams started to push like owners and tech was realigned with business. 

At Elevate, we are currently opening 2 more positions for two gaming companies to enter our program that some of the biggest names in Barcelona had already benefitted from.

ZeptoLab
Larian Studios
IO Interactive
Smilegate
Tripledot Studios
Digital Legends Entertainment
Bandai Namco Entertainment Europe
Rovio Entertainment
Product Madness 📱🎮
GameHouse
FunPlus
Scopely
Ubisoft
OUTFIT7
Ubisoft Barcelona Mobile

If any of you want to finally scale your studio with a delivery system that runs without chaos, stop wasting money on late deliveries and babysitting expensive tech teams, reach out through DM and lets get in contact.

I'll upload a video testimonial here ⬇️

Most companies treat their developers like a backpack you just keep stuffing.

You keep "pushing" features into the sprint before the last ones are even finished. You call it "agile." I call it chronic overload disguised as progress.

The pattern is always the same.
Product says "we have to hit this deadline for Sales."
Engineering says "the code is becoming a mess because we're rushing."

Both are right. And both are missing the point.

The problem is you are running a Push System. In a Push system, you measure how much "stuff" you can cram in. In a Pull System, you measure how much "value" actually comes out the other side.

One of our clients said it best: "Before, they were putting the spoon in our mouths before we had even finished swallowing." Now? They don't start something new until the last thing is DONE.

The result? They actually ship faster.

Stop pushing. Start pulling.

Raising millions is hard. Burning it in slow delivery is easy.


I’ve seen VC-backed founders celebrate a $10M round, then spend the next 12 months "babysitting" an expensive tech team that ships zero business impact.

Most of that cash is being invested completely blind.

- You fund months of development with no proven return.
- You lose massive capacity to bugs and blocked tickets.
- You pay for "chaotic sprints" that lead nowhere.

If you have 80 employees at an average salary of €80k, you are investing €123,077 every single week.

If your delivery engine is broken, you aren't "building a product."
You are just subsidizing a cash bleed.

We built a tool to instantly expose how much your chaotic sprints are burning every week. It takes 10 seconds to face the reality.

Don't spend another €123k next week without a clear return.


Calculate your tech payroll bleed in the comments link!

90% of your "emergencies" are self-inflicted.


I see Founders vibrating with anxiety because of a "Friday night fire." They think it’s just the "nature of a startup."

It’s not. It’s a choice.

The pattern is always the same.
The CEO blames the "complexity" of the product.
The Team blames the "lack of time."

Both are right. And both are missing the point.

The problem is you’ve prioritized Urgency over Governance. You have no "Definition of Ready." You have no WIP limits. You have no "No" in your vocabulary. So, you spend your life reacting to shadows instead of building a future.

I’ve helped the biggest SaaS players in the country realize that a "calm" office is a "profitable" office.

If your Slack is a constant stream of "URGENT" messages, you aren't a leader. You’re just a highly-stressed switchboard operator.

Reclaim your weekend. Fix the system.

If you hate Jira, it’s because you’re using it as a "to-do list" instead of a "delivery map."


I’ve seen boards with 17 tickets "In Progress" and 11 of them blocked. That’s not a board. That’s a cemetery for productivity.

The pattern is always the same.
Managers want "visibility."
Developers want "to be left alone."

Both are right. And both are missing the point.

The problem is that Waiting Time is what is killing you. We recently took a team from "hating Jira" to "loving it." How?

We stopped using it to track people and started using it to track flow.

When you see the bottleneck, you can fix it. When you just see a list of 200 tasks, you just feel paralyzed.

Jira isn't the problem. Your lack of a system is.

elevateyourdelivery.com 🚀

Most "Agile Consultants" are just selling you expensive stickers and new names for old problems.


They’ll give you a 40-page PDF, charge you €20k, and leave you with the same "bottlenecks" you had on Monday morning.

The pattern is always the same.
The Consultant says "you didn't follow the framework correctly."
The Team says "the framework doesn't work in the real world."

Both are right. And both are missing the point.

The problem isn't the framework. It's the implementation.

At Elevate, we don't do "coaching." We do transformation.
We don't give you a PDF; we give you a system that works while you sleep.
We don't talk about "synergy"; we talk about "Time to Market" and "WIP Limits."

If your consultant can't guarantee a 30% improvement in your delivery speed, they aren't a partner. They’re an expense.

Stop buying theory. Start buying results:

elevateyourdelivery.com

elevateyourdelivery.com

Real Stories After Just One Elevate Workshop

You can beat 99% of engineering teams if you can:







1. Master the boredom of repetition. (Following the same "Pull" system every single day without chasing "shiny" new tools.)

2. Master the pain of feedback. (Looking at real metrics that prove your "gut feeling" was wrong.)

3. Master the discipline of "No." Refusing to open a new task until the old one is actually shipped.

elevateyourdelivery.com

- You see your delivery is slowing down.
- You hold more "alignment" meetings to find the fix.
- You tell the team to "just focus" and "work harder."
- You create an internal task force to reorganize Jira.
- Six months pass and the backlog is even bigger.
- You blame the team for "not being senior enough."

When you are part of the system, you are part of the problem.

TLDR: You can’t see the label when you’re inside the bottle.

⬇️

While you're "trying to fix it," you are likely burning €76,923 every single week on chaotic sprints that lead nowhere. That isn't "iteration" it's a cash bleed.

Calculate exactly how much your "DIY" fix is costing you here on our web. (We've coded a never seen before Tech Payroll Bleed Calculator.)

Most tech leaders measure a million things, but miss the only ones that actually matter.


Last month, I had a call with a CTO who was obsessed with data. He proudly showed me a dashboard with 50 different charts: individual developer velocity, hours logged, story points burned... it looked like the cockpit of a spaceship.

I stopped him and asked one direct question: "If I give your team a new feature today, exactly how many days will it take to be live in production and generating revenue?"

He froze. He had 50 charts, but he couldn't answer the only question the business actually cared about.

I had to give him the hard truth, without sugarcoating it.

"You are measuring noise. You are tracking 'busyness' to make sure your people are constantly typing, but you are completely ignoring the actual delivery. If a metric doesn't make you change your team's behavior, it is a completely useless metric."

I explained that if you want to build a predictable delivery engine, you need to stop tracking vanity metrics. Your metrics are not targets to hit; they are simply a mirror showing you how your delivery system flows.

There are only three "Flow Metrics" you actually need to track to understand your Time-to-Market:

1. Lead Time: The total time from when a business idea is requested until it is completely delivered and generating value. 

2. Cycle Time: The median number of days a ticket spends "In Progress" before reaching "Done".

3. Throughput: The number of items your team is actually finishing and delivering per cycle.

The Reality Check:
You only have one operational lever to improve these: strictly controlling your WIP (Work In Progress).

By drastically limiting how many things are open at the exact same time, you force your team to adopt a "pull" mindset: stop starting, and start finishing.

Stop optimizing for busy developers and start seeing everything from the ticket's perspective.

The Three Metrics

- A developer finishes a task on Wednesday.
- You see they are "free" and give them a new ticket.
- That ticket gets blocked by a dependency on Thursday.
- They start another ticket so they don't look "idle."
- Friday arrives.
- You have 10 things "in progress" and 0 things finished.

You aren't being agile. You’re just vibrating with stress.

TLDR: Stop starting. Start finishing.

Last month, I had a call with a scale-up founder who learned this the hard way.


He looked completely exhausted. His company was growing rapidly, but tech delivery was crawling.

"We were constantly missing deadlines, so I threw money at the problem," he told me. "I kept hiring. We went from 15 developers to a team of 70 in less than a year!"

I stopped him and asked a very direct question: "Did you get 5 times faster?"

He rubbed his eyes. "No... We actually got slower. More meetings, we have more bottlenecks than ever, and way more chaos."

I had to give him the hard truth, without sugarcoating it.

"You don't have a capacity problem," I told him. "You have a system problem. But instead of fixing the root cause, you tried to out-hire it. You supplemented a bad process by throwing expensive bodies into the fire."

The Reality Check for Founders & Tech Leaders:

Stop trying to out-hire a bad delivery system.

Adding more developers to a chaotic engineering department doesn’t give you more speed. It just multiplies your communication lines, skyrockets your cash bleed, and creates a culture of "firefighting" where everyone is 100% busy but velocity is 0%.

In business, you have what you tolerate. Before you double your tech payroll and hire more "Rockstar" developers to save the project, fix your foundation:

- Reduce your WIP (Work In Progress)
- Adopt the mindset of "stop starting and start finishing"
- Build an operating system where your team can actually execute.

Systems scale. People just scale the chaos.

How one SaaS team cut their cycle time from 30+ days to under 10 days in just a few weeks.

Most "Agile Consultants" are just selling you expensive stickers and new names for old problems. We focus on the only math that matters: WIP, Cycle Time, and Planned vs. Done.

When this team came to us, they had massive Megabatches of work and a Work In Progress (WIP) limit that was out of control.

They were fast at starting tasks, but incredibly slow at finishing them. We enforced a strict WIP limit, centralized their work in a single source of truth, and implemented a weekly Drumbeat. 

The result? Predictability skyrocketed, and features actually started shipping on time.

Stop guessing how much your chaotic sprints are costing you. Click the link in the comments to use our Tech Payroll Bleed Calculator. It takes 10 seconds and instantly exposes your cash bleed:

Una grandisima oportunidad para subirse a un auténtico cohete!

View Bárbara Macarena Hernández Ledón’s profile

¿Buscando un cambio? En Embat estamos fichando. 🚀

Buscamos perfiles técnicos que quieran:

- Ownership real sobre el producto.
- Resolver retos complejos de finanzas y datos.
- Un equipo de ingeniería de primer nivel.

Si te encaja o tienes cualquier duda, escríbeme un mensaje directo y lo comentamos. 📩

👇 Échale un ojo a las vacantes aquí:

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Anco van der Wurff

Santi Pozo

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