Services
Two sides of the same business.
The operation, and the vehicle built around it. AI runs through both. Owners and operators usually arrive by the first door and investors by the second. Most engagements end up touching both. Say which one you came through and we start there.
The operation
For operators, and the owners and CEOs above them.
Once the building is bought and the numbers have to come out of how the week actually runs.
Operational turnaround
Where the margin actually leaks, and the order to fix it in.
- Diagnosis across cost, revenue and staffing
- A prioritised plan with the money attached
- Support putting it in place, rather than only proposing it
Openings and scale-up
Opening on time, and the second building being easier than the first.
- Pre-opening planning, budgets and critical path
- Hiring, training and the operating manual
- Turning one opening into a repeatable process
Revenue and distribution
Channel mix, pricing and what the fee structure rewards.
- Pricing, segmentation and channel mix
- Direct versus intermediated economics
- The reporting needed to steer it weekly
Putting AI to work
Process by process, with the human decisions left in on purpose.
- Mapping where the time honestly goes
- Automating the repetitive middle of a process
- Operations running without a front desk and hardly any back office. We ran buildings this way at Olala
- Moving people onto work that changes the numbers
- Built with your team, so it survives me leaving
Most of these conversations start with an owner or a leadership team that knows the operation needs this, but not where to start. That is a fine place to start. Where it lands in practice
The vehicle
For investors, GPs and owners deciding what to buy.
How it is held, and what the people running it are signed up to. Spain first, and the European markets beyond it.
Setting structures
How the deal is held: GP/LP, SPV per asset, or something simpler.
- Which vehicle fits the deal size, the investors and the exit
- Governance, waterfall and what the GP is actually paid for
- Working with your tax and legal advisers, not replacing them
Setting up the investor side
Getting from a good deal to committed capital.
- The investor memo, model and data room, in a form investors actually read
- Reporting that stays honest when the numbers are bad
- Running the investor relationship after close, not just before
Sourcing deals
Finding assets that work as an operation, not just on a spreadsheet.
- Origination in Spain, Madrid above all
- Underwriting the operating plan alongside the purchase price
- On the right deal I co-invest or take a GP role. If that's on the table, I say so first.
Owners and operators
Choosing one, replacing one, or sitting between the two.
- Operator search, comparison and selection
- Management and lease agreement terms
- Underwriting the business plan behind the deal
I invest and operate as well as advise, so an operator search could in principle include me. If that ever comes up, I say so before we start. How I handle that
Putting AI to work in the deal
Most of a deal is reading, checking and rewriting. Very little of it needs a person.
- Screening and underwriting: from a listing or a teaser to a first model and a go/no-go in hours, not weeks
- Due diligence: contracts, licences, planning and technical reports read and flagged by machine, decided by a person
- Investor reporting and the data room kept current automatically, not rebuilt each quarter
- Building the deal pipeline as a system, so the GP runs on data rather than on whoever remembers
- I use these systems on my own deals, and where it suits both sides I invest alongside.
How an engagement starts.
01
A free first call
Thirty minutes. Usually enough to tell whether I can help.
02
One process, mapped
Send me something you run and I map it before anyone buys anything: steps, hand-offs, and where a person must stay.
03
Scope, then work
A named outcome, a length, and who owns what afterwards. I say which hat I am wearing before we start.