Founder and CEO of Nubes Consulting Digital

The challenge

Companies face technology decisions with long consequences. In Flexera’s 2026 State of the Cloud report, 85% of organisations named managing cloud spend as a top challenge, and 73% run hybrid environments. New VMware licensing makes many of them rethink their platforms: in an October 2026 Rimini Street survey, 90% of VMware users said they were considering alternatives. In the EU, the Data Act has applied since 12 September 2025 and bans cloud switching charges from 12 January 2027, so moving between providers becomes a real option.

The right answer may be public cloud, private or hybrid infrastructure, or keeping a system where it is. Large technology programs do not usually fail because nobody can write code. They fail when dependencies are not understood, important decisions remain unclear, risks appear too late, or responsibility is spread across too many suppliers and teams.

Starting a company to solve this means building everything at once: the offer, the first customers, the partners, the team and the trust of people who have never worked with you before. Nubes Consulting is a new company, but the experience behind it is not.

My task: as Founder and CEO, start the business and build it: define what the company offers, win and grow customers, represent the company at conferences and with partners and investors, and bring my technical experience to every engagement.

What does “founder-led” mean for a client?

In a founder-led consultancy, the client works directly with the founder on the important decisions, and the team is built around the problem. At Nubes Consulting I stay personally involved where my experience creates the most value: discovery, architecture decisions, transformation planning, critical delivery stages and technical assurance. As the engagement grows, I work with senior architects, engineers, DevOps specialists, SREs and delivery leaders selected for the actual problem. The company’s team page sums it up: one accountable senior leader, the right specialists around the problem, and no unnecessary layers in between.

This matters more as clients change how they buy. A June 2026 H.I.G. Capital analysis cites IDC’s forecast that 30% of IT services contracts will be outcome-based by 2029. When the person who helps define the direction also stays for delivery, the company can answer for the outcome.

What I do

1. Started the business and set its direction

   I founded Nubes Consulting Digital in 2025 as an independent technology consulting and engineering company, registered in Madrid. I set what it stands for: help SMB & Enterprises make better technology decisions and carry them through safely. The company works from the problem outward, uses evidence before assumptions, keeps senior people close to critical decisions, and leaves knowledge with the client.

   What the company offers

   • Services: cloud platforms and operations, cloud migration, legacy modernization, DevOps and SRE, architecture and technology advisory, engineering teams and managed delivery.
   • Industries: banking and financial services, healthcare, logistics, manufacturing, public sector, retail, technology and digital platforms.
   • Platforms: AWS, Google Cloud, Microsoft, Oracle Cloud Infrastructure, Red Hat OpenShift, VMware and open technologies, chosen by the workload.

2. Customers, presales and upsales

   I lead communication with customers, presales and upsales. Clients work directly with me on important technology decisions, architecture direction and delivery strategy. We can enter as advisors, architects, engineering specialists or a managed delivery team: the form can change, and the responsibility for doing useful work stays the same.

3. Bringing my technical experience to the team and our customers

   I bring my whole technical experience to the company’s team and to our customers. That experience includes large-scale cloud migration, data-center transformation, cloud operating models, architecture governance, legacy modernization and monolith decomposition, DevOps, platform engineering, SRE and technical delivery leadership. At Nubes it becomes reusable methods, architecture patterns, delivery practices and lessons learned, while each client environment is treated as its own problem.

4. Building AI products for safer delivery: Nubes Navigator AI and Nubes Forge AI

   The company builds two internal products to make complex consulting and engineering work faster and easier to control. Nubes Navigator AI supports cloud migration and legacy modernization with evidence, cost models and human control. Nubes Forge AI coordinates specialised AI agents across the software delivery life cycle, inside defined architecture, quality, security and delivery controls. They are not designed to replace architects, engineers or client ownership: humans stay responsible for the important decisions.

5. Conferences, partners and investors

   I represent the company at technology conferences and lead communication with partners and investors. With technology partners, the goal is better access to training, technical expertise, support and joint delivery, while architecture decisions stay independent: the company recommends what the workload needs, even when that means staying on the current platform.

Results so far

The work is in progress. Since 2025 it has brought:

• Nubes Consulting Digital, S.L.U., an independent technology consulting and engineering company registered in Madrid.
• A clear offer around one mission: difficult technology decisions, carried through delivery, across six service areas and seven industries.
• A founder-led way of working, where clients work directly with the Founder and CEO on important decisions.
• Two AI-assisted products for the company’s delivery: Nubes Navigator AI and Nubes Forge AI.
• Customer, partner and investor relationships, and the company’s presence at technology conferences.

What I learned

Important technology decisions deserve more than a presentation and a handover.

The people who help define the direction should remain accountable when that direction meets engineering, operations and production. I built Nubes Consulting around this idea: experienced people stay close to the problem, important decisions have clear owners, and advice remains connected to implementation. The goal is to help clients make stronger decisions and stay in control of what comes next, without becoming dependent on us.

Evidence and further reading

• Company · nubes.consultingNubes Consulting DigitalThe company I founded and lead: services, industries and how we work.
• Company · nubes.consultingLeadership and teamWhy Nubes Consulting is founder-led, in my own words.
• Related projectCTO and Head of Engineering at ArtkaiMy technology leadership role in a software services company.
• Related projectBuilding a Cloud Center of Excellence from zeroOne of the transformations behind the experience Nubes builds on.

Cloud figures are from Flexera (March 2026); VMware figures from Rimini Street and Unisphere Research (October 2026).

Skills and technologies

• Founder
• CEO
• Company building
• Business development
• Presales
• Account growth
• Client relationships
• Partnerships
• Investor relations
• Conferences
• Technology strategy
• Cloud migration
• Hybrid cloud
• Legacy modernization
• DevOps and SRE
• Enterprise architecture
• Managed delivery
• AI products

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