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TPS + Agile + Resilience + Innovation + Leadership = Organisational Agility 

TPS (Toyota Production System):

As Sensei Ritsuo Shingo said, TPS (Toyota Production System) is the accumulation of small ideas from around the world, to continually change based on the appropriateness of your situation (context

Ritsuo Shingo, the son of the prestigious Father of Modern Manufacture Shigeo Shingo has been considered the Nobel Prize in Manufacturing, Ritsuo Shingo was the translator of the first book on Toyota Production System in English written by his father, with whom I have had the pleasure of training in Practical Leadership Skills and learning from his wisdom and experience about the 'genba', Lean and TPS (Toyota Production System).

Lean is not just about efficiency and waste elimination. Lean is more than 5S, TPM, SMED, Poka yoke, takt time, Jidoka, Shojinka, Soifuku or JIT, is a culture based on value, flow and the search for perfection with respect towards people.

I help to create of safety nets, with psychologically safe environments, maximizing the use of scarce resources (maximizing the existing talent), making continuous improvement, reducing costs, improving quality and productivity through constant exchange information process value  (pull and not push) that allow adaptation, fostering a culture of collaboration both internally and externally with suppliers in the long term.

The purpose of a leader is to help others to achieve the objectives, adapting said purpose to the cultural and social context to make products and services with value for the client are designed, generating mutual benefit for the client and the supplier.

I help with lean cultural model supported by the "toyota way", with a focus on continuous improvement, toyota kata and PDCA, holding Kaizen events, developing the "go & observe" culture in the gemba walk (big ear, big eye) , waste elimination, process adaptation, strategic obeya room, hoshin kanri, making value stream mapping and value stream design more necessary than ever today. 


I help to introduce innovation, continuous & disruption to generate sustainable strategies in the medium - long term. Companies are not created to be efficient, but to be disruptive & innovators. Disruptive innovation invalidates the old beliefs that existed until then. You can sell the same as the rest, but in a different way.

Agile is not interiorized agile manifest only, the Agility not simply about developing the adaptability necessary to generate value or create a continuous flow of value, but also about avoiding the waste of building something that should never have been built with innovation.
If you want take a Business Agliity & Innovation Leader Worshop or other Workshop with me contact & receive more information


Resilience is the ability to face difficult situations, overcome them and emerge strengthened and with learning from those situations. 
Therefore, in order to be resilient, motivation, learning and recollection about past experiences are very important. For this, self-knowledge, self-esteem, emotional self-regulation, intrinsic motivation, empathy and social awareness and regulation are very important. Resilience is a human capacity that can be developed and strengthened. 
I help to develop resilience, to measure your level of resilience, as well as to identify indicators of the level of organizational resilience. 
Only through capacity development, practice through real scenarios, simulations and resilient learning cycles can we develop, improve and evolve our level of resilience, both individually and collectively. 


innovating in short intervals of time. In contrast, companies that use discontinuous innovation take longer between one innovation and the next, but when they introduce a new product to the market, they create a new market around it. They set themselves up as pioneers, eventually forcing other companies to enter the new market if they don't want to be left behind in the innovation race. They are closer to disruption, but they do not have to acquire continuous improvement in innovation as part of their DNA.

There are different types of innovation, Technical innovation, Service innovation, Business model innovation, Design innovation, Social innovation, Technological innovation, Knowledge-based innovation, but they all have to focus on generating the best experience for the end user , whether internal or end customer, whether it is a product or a service that is marketed. 

I help you to generate adaptability through flow to be able to provide services and products of value continuously to the customer.


Agility is based on a change of focus on tasks to the development of people through new leadership, management 3.0, agile interactions, sociocracy and holicracy, supported by the empowerment of teams based on a shared purpose, high performance teams , continuous improvement, team science.

The Lean Strategic is impacted, through a defined leadership, according to the times, innovative and disruptive with best practices that allow having a purpose and adaptation to said purpose, strategic tools to mark the north, strategic coordination and transparency, innovation, ideation, conceptualization and a value proposition with correct strategic prioritization, budget management, governance and risks, all accompanied by change management and its correct measurement.

People and culture govern the generation of value. This requires a growth mindset, where people are open to continually learning, failing and recovering, with learning, uncertainty, continuous improvement, experimentation, and a collaborative culture.

They have to be focused on excellence to take advantage, embracing quality and adaptation as part of the DNA in Human Resources,  with Agility in HR.

Ritsuo Shingo, the son of the prestigious Father of Modern Manufacture Shigeo Shingo has been considered the Nobel Prize in Manufacturing, Ritsuo Shingo was the translator of the first book on Toyota Production System in English written by his father, with whom I have had the pleasure of training in Practical Leadership Skills and learning from his wisdom and experience about the 'genba', Lean and TPS.



Promote leadership through coaching by consciously transcending purpose, developing situational awareness, systemic ethics to have an impact, as well as evolving towards anti-frailty as an individual, team and organization.

Also through the mentoring process, to expand thinking and learn from all available resources through accompaniment and guidance, through specific programs or sessions.

For this, the participation and responsibility of people is necessary, with alignment from all levels, delegation, empowerment and coordination with agile interactions at all levels.

The four forms to incorporate Organisational Agility are time, location, role and source. These four speak to when do people work, where they work, what people do and who does the work.

Organisational Agility is about giving the customer what he wants when he wants it, is managing economically in the most optimal way to offer value to the customer. Being predictable is forecasting the delivery of value within an acceptable degree of uncertainty. Only by combining this effectiveness, efficiency and predictability can we come close to Organisational Agility & I help you to achieve.

To do this, the organization must allow employees to commit, take care of each other, discover ingenious solutions and obtain exceptional results through clear responsibilities and in a sustainable way over time giving the best value for the customer continuously.


Finally, the processes are represented in the organisational and operational design, by means of a structure that allows the relationship between people, teams, and adaptive structures to the environment, creating teams around results and not in verticals or silos. Improving the end-to-end vision, stability and the change from resource efficiency to a flow efficiency model, with correct topologies, dependency management, global services and flow.

I have had the pleasure of being able to train in coaching both with Jeff Sutherland co-creator of the Scrum framework as well as Scrum@Scale.  


I have had the pleasure of training as a Kanban Coaching Professional (KCP) with David J. Anderson creator of the Kanban method, to guide you through his teachings and examples to evolve in the implementation of both work models to improve their teams and organizations & Enterprise Service Planning Professional with Kanban to evolve your services.



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