Day Zero, Real-World Scale, and the Standard I Refuse to Drop
I joined Accenture on 15 September 2025 with one rule that keeps me grounded: if I’m in the room, the system must become clearer, safer, and faster. I work in Data Engineering, Management, and Governance inside a highly regulated banking context. For that reason, I’m deliberate about confidentiality—I will always protect client details—while still sharing the mindset and outcomes that shaped my first months here.
Very quickly, I saw something that doesn’t show up in slide decks: manual processes don’t just waste time, they waste focus. When a workflow relies on emails, repeated checks, and “someone remembering how it’s done”, people become the glue holding everything together. That kind of work drains energy, and it creates hidden costs that scale quietly: confusion, duplicated effort, and governance gaps that only reveal themselves when urgency hits.
That’s where my “Reinventor” mindset becomes useful. I don’t reinvent to sound innovative—I reinvent when I see friction that blocks good people from doing good work. I listen closely, I map the pain, and I turn it into something practical. In my day-to-day, that balance requires active listening (to hear what’s actually being said), critical thinking (to find the root cause), and disciplined execution (to ship improvements without breaking trust).
And there’s one more thing I’ve learned early: technical intensity only works if it comes with empathy. Administrative pain is still pain. When I reduce that burden, I unlock better technical work for everyone. That principle became the backbone of my Sep–Dec chapter.
From 100% Manual to 100% Automated: Turning Friction into Flow
One of the proudest outcomes of this period was helping transform a workflow from 100% manual to 100% automated for a unit of roughly 800 users in constant movement. Before the change, the process depended on long email threads, manual validation, and rewriting the same information in different places. It wasn’t just slow—it was fragile. And in a regulated environment, fragility is expensive.
I approached the redesign with a very clear intention: remove human rewriting wherever it adds no value, while strengthening control where it matters. The “after” model feels completely different. Inputs arrive in a structured way, internal owners confirm decisions instead of composing the whole process, and the automation triggers the right notifications when someone needs to act. The real win wasn’t speed—it was repeatability. The process stopped depending on memory and started behaving like a system.
At the same time, I treated governance as something that must live inside the workflow—not as a document that sits beside it. That meant designing around minimum privilege in a very practical sense: fewer people need edit access, and the workflow itself reduces unnecessary touchpoints. In addition, I prioritised traceability through logs and audit-ready behaviour. In banking, logs aren’t a “nice to have”; they’re operational safety.
I’m intentionally staying high-level on technical specifics. What I can say is this: the automation reduced wasted hours, lowered the probability of manual errors, and created a model that can scale. Small improvements become strategic assets when multiplied across scale. That’s the kind of value I’m focused on: measurable, safe, and adoptable.
Learning, But With Teeth: Certifications, Discipline, and a Real System
I don’t “study when I have time”. I build learning into my delivery rhythm. If the environment evolves, I want to evolve faster—without losing rigour. So I set milestones, I plan preparation, and I make sure the results are visible and registered properly.
One of my first visible wins was earning and registering Google Cloud Certified – Cloud Digital Leader on 26 October 2025. Shortly before that, on 12 October 2025, I prepared for and passed Google Cloud AI Leader, earned the badge, and registered it internally as well. I don’t chase certifications for vanity. I pursue them because they give me shared language, stronger judgement, and a clearer framework for decision-making in real delivery environments.
Discipline matters as much as ambition. I completed 14/14 TQs, and I’m proud of how I did it: calmly, consistently, and without living at the edge of the deadline. I’ve learned that doing things early isn’t about speed—it’s about control. Pressure should be a choice, not a surprise.
I’m also at 70% of my AI Master’s (90 ECTS). I didn’t overcomplicate it—I just created a clean Google Sheet that tracks what I’ve delivered and what I still owe myself. It’s my small system for staying honest, and it keeps my learning moving forward even when work gets intense.
Finally, I’ve already secured vouchers for upcoming certifications as part of my FY26 roadmap, including paths like Google Data Practitioner and Google Cloud Engineer. I’m building capability on purpose, not by accident.
The Market Is Multicloud: How I Keep My Perspective Sharp
Here’s the reality: enterprise rarely lives in a clean, single-cloud world. It lives in hybrid, multi-vendor environments—full stop. One of my clearest takeaways this year is simple: the market is moving towards multicloud, and pretending otherwise is a fast way to become less useful.
That’s why I benchmark beyond my comfort zone. I attended AWS-focused sessions, including themes around resilience and agentic AI, not because I’m switching allegiances, but because I want honest context. Benchmarking makes my thinking sharper. It helps me see trade-offs, compare mental models, and reason at an architecture level—not at a “tool preference” level.
I also invested personal time outside working hours to stay close to the market pulse, attending Huawei Connect Madrid 2025 and TechShow Madrid 2025. I like seeing what people are building, what they’re promising, and—more importantly—what looks genuinely usable versus what needs maturity before it becomes safe in a regulated environment. Trends are cheap; strategy is earned.
For me, multicloud thinking is not about collecting logos. It’s about designing solutions that remain robust and governable in the real world—where vendor boundaries and organisational constraints always exist. My goal is to bring clarity, not ideology.
Capital Social and Personal Brand: Building Trust the Human Way
In a global organisation, visibility is not vanity—it’s part of how value travels. But I refuse to build visibility through noise. I build it through contribution, clarity, and real presence. This quarter, that showed up in a few concrete ways.
I invested in communication quality, for example. I designed and sent personalised year-end emails in HTML, adapting the branding and tone to each person. That might sound like a small detail, but it created real impact—people felt seen. When people feel your intent, they trust your execution. And trust speeds up everything.
Participating in the Carrera de las Empresas allowed me to witness the Accenture spirit in action, far beyond our technical day-to-day tasks. There is something uniquely energising about recovering together at the office after a race and catching up with teammates who I usually only see through a camera. I am incredibly proud of how our team showed up, and I want to thank everyone who made this experience possible. It is this culture of care and “reinvención” that makes me proud to represent this brand both in the office and out on the streets of Madrid.