Tell us about yourself. 

On a personal note, I was born in Peru, and holding Italian citizenship made it seamless for me to relocate to Barcelona. It's a city I now call home, where I’m happily married and raising my two kids (which is definitely a full-time job on its own!). Living here, I love taking advantage of the beach and outdoor sports.

Professionally,  I’ve been working in marketing for the last 15 years. The first half of my career was working in Marketing & Communication agencies. I have experience working with clients like BMW, Range Rover, Jaguar and Mini Cooper, Sodexo, MiBanco,  so mostly in a B2C environment.

Then, while still on the agency side here in Spain, I expanded my focus into the B2B banking segment specializing in email marketing and database monetization. This was my first exposure to the banking and fintech sector, where I partnered with the marketing teams of institutions such as BBVA, Santander, Sabadell, and CaixaBank. I managed lead generation campaigns across CPL, CPA, CPC, and email marketing models, helping drive customer acquisition and measurable commercial results across the Spanish market.

The second half of my career, the last seven years, I have specialised in fintech, mostly in Head of Marketing roles at different startups. I’ve touched lending, orchestration, payment gateways, digital wallets and crowdfunding.

In all those experiences, I’ve usually been the first marketing hire, and then I’ve built teams from scratch. In most cases, I’ve also been building the brand and launching it with the go-to-market strategy alongside other key stakeholders.

My previous role was at PayRetailers, where I was Global Head of Marketing. I was there for five years, I was the first marketing hire, and I built the team up to 19 people. That’s the biggest team I’ve managed and led, across seven different countries and three continents, which has given me a deeply rooted international profile and a global perspective on market dynamics.

I was also employee number 30 and helped scale the company to more than 400 people. We reached a valuation of $500 million and ARR of 170 million.

After five years, which is a long time these days, I decided I needed a new adventure, and that’s where Tuum came up. Again, I’m repeating history. I’m building the team from scratch. I started in December, and so far I’ve built the team to six people,  blending internal employees and specialized freelancers. To me, this distinction doesn't matter, everyone operates as a unified, full-time team, which has been key to our success.

It’s a new industry—core banking within fintech. It’s quite different from the others. It’s related, and there are similar things that coexist, but it is a different niche.

In a nutshell, Tuum is a next-generation core banking platform. We empower financial institutions to modernize their infrastructure, allowing them to launch new banking products rapidly and scale effortlessly. Our target audience spans traditional banks, neobanks, fintechs, and other major financial institutions looking to drive digital transformation.

How do you see your role as a marketer in driving broader industry or sector change within your space? 

I believe a core responsibility for any B2B marketer today is the ability to evangelize and educate internally. Whether in fintech or any other industry, our job is to demonstrate to the board and key stakeholders that marketing is a fundamental driver of the revenue engine. We need to position marketing as an internal 'growth factory'—one that is deeply integrated into the overall go-to-market strategy, rather than just a support function.

Marketing is one of the principal contributors and key players. In many companies, people still think marketing only does cool campaigns, nice designs, the booth for events and then hands leads over to sales. That is so far from the truth.

In many companies, people still think marketing only does cool campaigns, nice designs, the booth for events and then hands leads over to sales. That is so far from the truth.

Marketing is involved in every single stage of prospecting and account progression. I believe the challenge is to make a proper transition from lead generation to account progression, where marketing is involved before the outreach, during the outreach and after the outreach.

When you track the entire journey of your Ideal Customer Profile (ICP), the influence and impact of marketing become undeniably clear. As leaders, our priority must be capturing and presenting the right data to prove to the board exactly how marketing is moving the needle and directly contributing to that pipeline.

Instead of just showing vanity KPIs, you should be able to show account engagement. How many key accounts are actually engaging with marketing? How is marketing helping to accelerate deals in different stages? How much is marketing influencing the pipeline?

In a nutshell, I would say that’s the challenge for all marketers right now. Marketing is not the same as it was five  or 10  years ago, or even two  years ago. The game has changed, and companies and industries are now demanding that marketing speaks the same language as sales and is part of one commercial organisation.

The game has changed, and companies and industries are now demanding that marketing speaks the same language as sales and is part of one commercial organisation.

What's the most provocative idea or strategy you've implemented in your b2b marketing, and what was the response? 

This is a fantastic question, and I love it because I remember when this happened. It was three years ago at my former company, when I was Global Head of Marketing at PayRetailers.

We wanted to gain visibility in a highly saturated industry where we were playing against the industry giants. In the payments sector, you face formidable competitors like Nuvei, dLocal, Ebanx, Adyen and more. Who have dominated the space for years. But as a newcomer, we were determined to build our brand recognition, carve out our own space, and capture our share of the market.

Our target was mostly in LatAm and Europe, but mainly LatAm. Many of our clients were in Brazil, Argentina, Colombia and Mexico, but we were also diversifying across different places in Europe.

We closed a sports sponsorship deal with CONMEBOL Sudamericana. The way I explain it in Europe is that it is similar to UEFA Champions League. Famous teams play there, like Boca Juniors, River Plate, Santos and Corinthians. If you know Latin American football, you know who they are.

We closed that sponsorship for two years, so we had visibility in all the stadiums across the league. That meant more than seven countries with our brand in different stadiums. You would see the brand on the pitch, and we were the only B2B payments company, or perhaps the pioneer at that moment, investing in sports sponsorship.

We gained a lot of visibility. We appeared on sports TV, in commercials, on YouTube through the official channel, and in stadiums with more than 30,000 people. You could see the PayRetailers name on the big screens.

As a marketer, it is fantastic to take a B2B brand, break the status quo, be disruptive and do something different. On LinkedIn that year, in the first year of activation, we went from 10,000 followers to 35,000 followers. And it was not random people. It was people in the industry—clients, competitors, prospects, key stakeholders, partners, employees and so on. Many people started to follow us and say: those guys are doing something different.

We would also invite clients to the stadium where our brand was activated because we had VIP access. Country managers, acting as ambassadors, were able to close deals in the stadiums or warm up accounts. And of course, that was allocated to marketing, because we were putting the brand out there and investing the money.

It was a cool idea that we put in place and activated. If you look now, this has been achieved in the B2B fintech industry, where many companies are now sponsoring sports. You see Nuvei in Formula One. In football, dLocal is sponsoring the Uruguayan national team for the World Cup. while brands like Revolut, N26, and Nubank invest heavily in elite motorsport and global sporting events to drive massive brand awareness. 

Right now, it is quite normal and trendy, but that is what marketers should aim for. We should aim to go beyond the digital world. B2B marketing is not only doing your PDF, your webinar, your LinkedIn post two times per week and finished.

As marketers, we also have a responsibility to be disruptive. That’s one of the cool things about bringing visibility and awareness to the brand—doing different things, going outdoors and having physical visibility.

Another high-impact initiative we executed was a major brand activation at Camp Nou, the FC Barcelona stadium. Since my previous company was headquartered here in Barcelona—just like I am—we strategically used the positioning, 'We play local.'

When the ICE conference was hosted in Barcelona, we capitalized on the momentum. We flew in key clients and prospects, booking the entire stadium and museum for an exclusive, VIP-only experience. We hosted private tours for our partners and potential clients, gifting them  official FC Barcelona  jerseys.

The experience culminated with a keynote statement from our founder and CEO, thanking everyone for their partnership. Visually, seeing our brand alongside FC Barcelona was incredibly powerful. It wasn't just a memorable event; it was a highly effective experiential marketing play that generated massive word-of-mouth and kept our pipeline talking about us for weeks.

Can you share an example of how you've used storytelling to shift perceptions in your industry? 

When I joined Tuum, our tagline was ‘banking without limits.’ It was far too broad. To stand out, we shifted the focus from just listing technical features to showcasing what our clients can achieve, leading us to our current narrative framework: 'The Bank Builder’s Platform'.

As a marketing organization, we don't believe in adopting a message just because it sounds good on paper; we don't rely on sentiment. We believe in continuous experimentation. We are currently live-testing and piloting this narrative in the market, constantly adjusting it based on how real audiences react.

The data from our ongoing experiments shows that this approach is driving a massive rocket shift. To share a few key metrics from our current phase: our organic LinkedIn engagement rate has skyrocketed from 0.9% to 6.1% being a 500% of growth. We have officially captured the #1 spot in both follower growth and engagement rate compared to our direct competitors. More importantly, this testing is translating into tangible business value, resulting in a 31% marketing-influenced pipeline.

We are proving that a memorable, aspirational brand narrative can be a critical lever for shifting market perception and driving commercial growth.

In your view, what do you think is the biggest change needed in b2b marketing right now? 

I believe marketers should be more disruptive.

I have seen many B2B companies, not only in fintech but in different industries, playing the safe game. Most of them communicate in the same way or do the same actions. You have the webinar, the white paper, the PDF, one campaign here, one campaign there, and that’s it. It’s copy, paste and repeat. But the beauty of marketing is that you can be disruptive and try new things.

That’s what I did with sports sponsorship. It was something different that, at the time, you didn’t often see in the industry. But if you do that and have the results in your hand to show the board that it actually works, it is a total game changer.

I believe marketers and teams should constantly have those spaces to be disruptive and create new things.

How do you encourage your team or organisation to think boldly and embrace change in their marketing approaches? 

This connects directly to my philosophy on team leadership. Most people choose a career in marketing because they are naturally creative and communicative; they want to build things and see their ideas come to life. However, when working in a corporate B2B environment, it is very easy to fall into routine and end up doing exactly what everyone else is doing.

To prevent that, I brought a piece of my agency background into the corporate world by establishing a 'Creative Committee' within our marketing team. In agencies, having a creative department is the standard, but it is rarely found in B2B corporate structures. I wanted to actively change that by creating a dedicated space for innovation.

Every two weeks, the entire marketing team meets for an hour with a clear, specific agenda. We brainstorm around strategic topics and, crucially, we look outside the fintech bubble. While we keep an eye on our competitors, we don't copy them. Our goal is to break the B2B status quo and do things differently.

We want the industry to stop and ask: 'Who are these guys and what are they doing?'

Of course, bold creativity must always be anchored by business objectives. I ensure that every disruptive idea is backed by metrics and aligned with our growth goals—marketing must always remain data-driven and financially responsible. But to truly stand out, you have to create a safe space for your team to pitch bold ideas and take calculated risks. That is how you drive real impact.

When you join a company and realise the marketing needs a complete reset, where do you actually start?

When taking over a marketing organization that needs a complete turnaround, my strategy always starts with three core pillars: stopping the financial bleed, fixing the operational engine, and establishing internal systems. The most common mistake I see when joining a company is money being burned indiscriminately on inefficient lead generation. My first move is always to audit the budget and the MarTech stack, and I actually prefer to halt all ad spend until the foundational engine is fixed—which is exactly what I did during my first two months at Tuum.

We discovered that the lead qualification process needed a complete restructuring. For instance, the website forms accepted generic emails like Gmail or Yahoo and relied on open text boxes. We immediately shifted our focus to corporate emails and implemented standardized dropdown criteria regarding company size and roles, allowing prospects to self-segment and giving us clean, measurable data. As a result of this optimization, we improved our lead qualification significantly, bringing our disqualification rate from 73% down to just 20%, which drastically increased our overall pipeline quality.

Additionally, marketing cannot operate in a vacuum; the pipeline is a shared responsibility across the entire commercial organization. To drive this alignment, I established a cross-functional 'Task Force' system, which consists of highly structured weekly and bi-weekly meetings with predefined agendas connecting marketing with BDRs, Account Executives, Product, and Partnerships. This ensures we are constantly nurturing each other with market insights, aligning on shared goals, and co-creating our go-to-market execution.

Ultimately, there is a powerful shift happening toward the concept of the 'Marketing Engineer.' The future CMOs and marketing leaders must be systems-builders. If you build a robust, scalable internal system where the data, tools, and teams are seamlessly integrated, high-performance results will follow organically. If your system is broken, the strategy fails.

What do you think, in one word, makes B2B marketing changemaking?

Trust.

In B2B, it is really important that your brand is trusted, your product is trusted and your solution is trusted.

At the end of the day, B2B is ultimately about people working with people, not just corporations interacting with corporations. Behind every brand, decision, and contract, there are human beings building relationships. That is where marketing plays a really important role, because we are the ones who need to build that reputation in the market, in the industry, with prospects and with clients.

So I would always stay with trust. For me, it is one of the most important things. It is what you build and what you deliver.

That is where marketing plays a really important role, because we are the ones who need to build that reputation in the market, in the industry, with prospects and with clients.

What is your one piece of advice to future change makers on how to be more effective in B2B marketing? 

As B2B marketers, particularly in highly technical spaces like fintech, our mandate should always be to take calculated risks and be disruptive. Playing it safe is a short-term game that eventually leads to stagnation. If you are constantly challenging the status quo, bringing fresh ideas, and successfully evangelizing them to your board and key stakeholders, that is when marketing becomes a truly powerful force.

My father used to tell me a phrase that has guided my entire career: 'You cannot expect different results if you keep doing the same things.' That is exactly what I instil in my team, and it is the very reason why our Creative Committee was born—it is a dedicated space where we challenge each other to think outside the box.

This disruptive mindset directly qualifies marketing to sit at the same table as sales during board meetings and pipeline discussions. The role of marketing has shifted dramatically over the years; it is no longer just about branding and creative assets. In modern B2B organizations, it is quite the opposite. We need to speak the exact same language as the commercial team. We must master the pipeline, understand conversion data, know our key accounts inside out, and work so closely with sales that we are effectively viewed as a single, unified team.

To execute this successfully, I believe in radical focus rather than trying to boil the ocean, which only leads to failure. Right now, my focus is locked into exactly three strategic pillars: first, building and optimizing robust internal processes and marketing operations; second, fostering disruptive, high-impact creativity; and third, educating and evangelizing internally to ensure the board and the wider commercial organization view marketing as a core driver of the revenue engine. If you focus deeply on those three pillars, the results will follow

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Changemakers spotlight innovative B2B marketing leaders who are driving industry transformation, where we explore bold strategies, disruptive ideas and the power of marketing. Meet more Changemakers here. 

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