Barcelona · delivering across Europe, the Americas and APAC
Twenty years running IT programmes with people on the other end: clinical systems in an accredited hospital, a manufacturing execution system across international plants, a daily transport service for a workforce, a PMO built from scratch, and — for the last five years — a global service-management programme inside the video games industry. What has stayed constant is the craft: delivering on time, across cultures and time zones, with the record that lets a decision be defended later. And the starting point, which has never changed: the user at the centre of every project and programme, and delivering value as the primary goal.
Experience
I have changed sector four times and the job has always been the same: understand who is on the other end, make the service feel reliable to them, and deliver value they can actually measure. The sectors change; the shape of the work does not.
On the other end: patients and clinical staff. No system went live without passing Joint Commission accreditation.
On the other end: plant operators and international subsidiaries. BPM, ERP and an MES in a small-batch, high-variety process.
On the other end: a workforce boarding a coach every day. 61 routes, three shifts and an app to see where it was.
On the other end: 15,000 employees and IT teams across three continents. A global service-management programme.
Intake, priorities and escalation — in an ITSM platform, a clinical admissions procedure or a transport schedule — so the urgent arrives first and the routine does not consume the team.
Europe, the Americas and APAC, with stakeholders in non-overlapping time zones. Often the hard part is not the technology, but getting a decision made in Warsaw to arrive intact in Manila.
From validating an MES against a plant's real process to evaluating AI assistants and agents in a controlled environment. Nothing goes live on a vendor's promise.
Reporting frameworks and KPIs for adoption, service performance and business impact. What cannot be seen is hard to correct, and harder still to explain to a client.
Joint Commission accreditation in healthcare, Security Incident Response in IT, the EU AI Act today. A defined response, traceability, and a record of what was decided and when — because someone will ask.
ERP and MES rollouts, migrations off legacy tools, training end users and teams — and seeing that the new process is the one people actually end up using.
Work done
Four programmes from my professional career and five projects of my own, each with the design decision, the main risk and what it taught me.
Led the ServiceNow rollout programme across three continents, with stakeholders and delivery teams in non-overlapping time zones. Migration from legacy tools and standardisation of the service management processes, with phased delivery, vendor and integration management, and training for end users and IT teams.
Established the reporting frameworks and the KPIs to measure adoption, service performance and business impact.
This is a programme delivered inside a video games company, with everything that implies: studios and teams spread around the world, different working cultures, and an operation that never fully stops.
Since 2023, specialising in ITSM from inside the platform — and this is where the programme meets governance: applying Predictive Intelligence to incident categorisation, and evaluating AI assistants and agents in a controlled environment before taking them to production. It is the practice I later wrote up as an article: evaluate and document before deploying.
Platform tooling: Flow Designer, Business Rules, UI Policies and Service Catalog.
Rollout of an MES adapted to a process with high cultivar variety and small batches, which is exactly where a standard MES does not fit. Integration with the ERP and the IT infrastructure to get a consistent data flow to report and decide on.
Coordination of international teams and vendors, and process standardisation across all subsidiaries.
A programme for SEAT's employee coaches across the province of Barcelona: 61 routes and three daily shifts. Fleet geolocation with Frotcom giving both companies real-time visibility, on-board wifi and time tracking integrated into the vehicles.
Coordinated the development of a mobile app so each person could see where their coach was and when it would arrive. The people on the other end of this programme were not IT users: they were the workforce riding those coaches every day, and the measure of success was whether the service felt reliable to them.
Core healthcare IT projects: the clinical case management system and the digital nursing admission procedure. Strategic projects with IT leadership, such as the reengineering of accounting and billing and the Oncology Institute's workflows.
Every solution had to meet JCI/JCAHO accreditation standards, with patient safety as a precondition.
Reads invoices, delivery notes, contracts and payslips and extracts the fields into the system where people already work.
Deployment on the user's own server or cloud rather than on a platform of mine. That is a compliance decision before it is a technical one: once a company's document base passes through a third party, its data processor changes, and so does the documentation that has to be maintained.
Silent extraction errors: that is why the design keeps human review on any field involving amounts or deadlines. No document travels to an external service.
GDPR by design (minimisation, processor under control). Minimal-risk use under the EU AI Act: no specific obligations beyond transparency about the use of AI.
The question that determined the architecture was not technical — which model extracts best — but one of accountability: who answers if the data comes out wrong, and where that can be evidenced.
Gathers in one place the contacts arriving through different channels, with the status of each and a weekly summary of those waiting too long for a reply.
Three service tiers instead of one, because the jump from "notebook" to "CRM" is what makes most small implementations get abandoned. The tier with AI-generated summaries is optional and does not condition the rest.
A generated summary omitting or distorting a commitment made to a person: that is why the summary always links to the original message instead of replacing it. Data hosted in the EU.
Data minimisation and purpose limitation. Transparency about which parts are generated automatically.
The value was not the model but the information architecture: ordering what already exists solves more than adding intelligence on top of it.
AI literacy material built around Article 4 of the EU AI Act: training proportionate to actual use, a comprehension test, named certificates and a compliance dossier.
Sizing the training to each organisation's real use rather than producing a single course, because the rule asks for proportionality and because a generic course evidences nothing.
The sector's risk is fear marketing: selling training by waving million-euro fines that Article 4 does not provide for. The material was built explicitly not to do that.
When the Digital Omnibus (Reg. (EU) 2026/1744) softened Article 4 — from guaranteeing a level of literacy to adopting measures to foster its development — the material became outdated and, in places, alarmist. The correction was published with a dated note visible at the top of each article. That is the most valuable part of this project: a rule changing mid-delivery is a management scenario, not an accident.
Informal local sessions explaining how today's AI-driven scams actually work — cloned voices, impersonation, fake profiles and messages — and which checks stop them in time.
It is the part of the work that is not management, and the part that teaches me most: outside a technical setting you see straight away which explanation of a risk lands and which is of no use at all.
This site is itself a project: a weekly column on the ethics and law of AI, over forty articles, in Catalan, Spanish, English and French, with a newsletter run on double opt-in. Architecture, writing, translation, technical SEO, GDPR and deployment on Cloudflare Pages, all done by me.
Sustaining an audience-facing publication on a schedule is an operations problem before it is a writing one: a cadence to hold, four language versions to keep in step, and a public correction policy that has already been used once. It is also the only place where governance work can be shown rather than described.
Profile
Programme management and AI governance, on twenty years across healthcare, manufacturing, transport and technology.
Career
Healthcare, manufacturing, transport and international corporate environments.
Since 2021 · international, remote
Global ServiceNow rollout (ITSM, ITOM and Security Incident Response) across Europe, the Americas and APAC. Since 2023, specialising in ITSM from inside the platform and evaluating AI applied to the service.
2019 – 2021 · Barcelona
Rollout of Siemens SIMATIC IT MES for production control and traceability, integrated with the ERP, in a process with high cultivar variety and small batches.
2016 – 2018 · Barcelona
Employee transport programme with on-board technology for SEAT: 61 routes and three daily shifts across the province of Barcelona.
2015 – 2016 · Barcelona
Built the IT department's PMO: project governance, a common methodology, and portfolio tracking and reporting tools.
2012 – 2015 · Parets del Vallès
Process automation on Aura Portal BPM and involvement in the analysis and rollout of Microsoft Dynamics ERP.
2006 – 2011 · Barcelona
Clinical and administrative projects in a Joint Commission accredited hospital: clinical case management, digital nursing admission, and accounting and billing reengineering.
Since 2026 · Catalonia
Own AI projects applied to administrative processes, training material on Article 4 of the EU AI Act, and a weekly column on the ethics and law of artificial intelligence.
The common thread
AI governance is not a recent turn: it is the same craft applied to a new rulebook. And every one of these programmes had people on the other end — patients, a workforce, employees across three continents — which is where the discipline of documenting comes from.
2006 – 2011
At Teknon, no solution went into production without meeting JCI/JCAHO standards, with patient safety as a precondition. That is where I learned to work with a compliance framework overhead, and to document for somebody who would review it later.
Since 2023
On ServiceNow, Predictive Intelligence for incident categorisation and evaluation of AI assistants and agents in a controlled environment. Evaluating an AI feature before deploying it is, to a large extent, a documentation exercise.
2026
When the Digital Omnibus rewrote Article 4 of the EU AI Act, the material and articles I had published became outdated. I corrected them with a visible dated note instead of letting them run.
Samples of judgement
Governance work is hard to show: most of it is confidential. So I publish. These four are on the ground where AI meets trust — transparency, impersonation and fabricated content — which is also where safety teams spend their week.
What the Digital Services Act requires of automated moderation, and why the appeals queue is the only honest feedback loop a system has.
Read →Article 50: who discloses what, and why human editorial control changes the equation.
Read →How a whole video call is faked today, and what can be checked before acting on what you see.
Read →Cloning an identity takes minutes. The signals, and what can be done in the first few hours.
Read →Approach
A decision that cannot be reconstructed six months later — who, when, on what information — is not documented. That holds for a project steering committee and for the documentation the EU AI Act asks for.
A ten-person company does not need what a thousand-person company needs. Part of the job is working out what does not need doing.
When something published becomes outdated or was wrong, it gets corrected and the correction is recorded, with a date, on the same page.
Person
I started in IT when projects were still defended with a printed Gantt chart, and I have spent twenty years getting them delivered: international corporate environments, teams spread across several countries, and the paperwork that lets a decision be reconstructed six months later. Artificial intelligence entered my work the way it enters everywhere — through the back door, without anyone having decided anything — and I realised the question that interested me was not what a model can do, but who answers for it when it gets things wrong.
I am now finishing an MSc in artificial intelligence and the PMI-CPMAI certification in AI project management, and I write weekly about ethics and legislation: the EU AI Act, bias, traceability, and what all of it asks of an organisation with no legal department. What occupies me is not the tools but what surrounds them: making sure what has been done can be audited, repeated and defended. I am interested in AI governance — systems that do not carry bias forward, projects run on ethical criteria, and compliance designed in rather than bolted on once it is too late.
What I write each week is on the iaetica.cat blog.
Education
Languages: native Catalan and Spanish; full professional English and French.