My experience at MAPFRE, Solera and SOLVD Group/GT Motive has covered operations, commercial leadership, international expansion and team development. Different companies and different stages, but with one common element: turning strategy, technology and operations into real business.
One thing I have learned is that technology alone does not create growth. It needs to solve a real customer problem, fit the market and deliver clear value.
This was an important part of my decision to join Addenda as Group Sales Director. I saw a company with strong technology, significant potential and, above all, an opportunity to turn that potential into sustainable international growth.
Seeing the Opportunity Beyond Today
What attracted me to Addenda was not only the business we have today, but the potential to build something much bigger from it.
There is already a strong foundation: deep experience in automotive and insurance, customers across multiple markets, and technology built around real operational needs. What makes the opportunity particularly interesting is how that foundation is evolving. Addenda is bringing AI, automation and specialized software together in a modular way, giving us the flexibility to address a wider range of business challenges while building on the depth we already have in the markets we know well.
That creates a much broader opportunity for growth.
Addenda’s technology is modular by design. We are not limited to approaching every customer with the same product or a fixed set of capabilities. We can bring together the right combination of AI, automation and software around the way a business actually operates, connecting workflows, systems and teams where there is a clear business case.
For me, this is where the commercial challenge becomes interesting. Growth cannot simply mean selling more of the same products in more countries. We need to understand where our technology can create meaningful value, decide where we want to compete, and focus our resources accordingly.
My role is to help turn those opportunities into business: setting clear commercial priorities, developing the right partnerships and teams, and building the market presence we need to grow internationally.
Joining at the Right Stage
Timing was another important factor in my decision.
Addenda already has the key elements in place: technology, customers, market experience and international ambition. At the same time, there is still a lot to build, particularly from a commercial perspective.
The next stage requires more structure and commercial discipline without losing the agility that has brought the company this far. We need a clearer approach to our markets, better visibility across the sales organization, stronger customer and partner relationships, and a commercial structure that can support international growth.
We also need to be selective about where we invest our time and resources. Entering a new country or industry is not a goal in itself. There needs to be a real customer need, a clear business case and a realistic opportunity for Addenda to build a sustainable position.
We have significant room to grow in the sectors and markets where we already operate, while using our existing capabilities to open new opportunities where they make business sense.
A Different Kind of Sales Conversation
Enterprise sales have changed. Customers have more technology, more information and more options, and they expect much more than a product presentation.
They want to understand how a solution fits into their business and their existing processes, how it integrates with the technology they already have, and which specific problems it can help them solve. Ultimately, they need to see a clear business case, with tangible improvements in efficiency, service, cost or customer experience.
For me, a good sales conversation always starts with understanding the customers and their business. We need to understand how they operate today, where the main challenges and inefficiencies are, what they are trying to improve and what results they expect. This requires listening carefully and with genuine empathy, asking the right questions, and having enough knowledge of the industry to understand the customer’s context and perspective. Only then does it make sense to discuss which technology or combination of capabilities can provide the right solution.
This is particularly relevant for Addenda because our modular technology gives us the flexibility to combine different capabilities around specific customer needs. But flexibility only has value if we understand the problem we are trying to solve.
This is the commercial approach I want to reinforce at Addenda: close to the customer, focused on business outcomes and with the discipline to build long-term relationships rather than individual transactions.
Building a Connected Global Commercial Organization
International growth requires much more than having salespeople in different countries. Every market is different: customers, competition, regulation, business culture and the way decisions are made. Understanding those differences and being close to the market is essential.
At the same time, we are one company. We need common commercial processes, clear priorities and full visibility of our opportunities and customers across markets. The objective is to build a global commercial organization with a consistent way of working, while giving our teams the flexibility to adapt to the reality of each market.
Sales also cannot work in isolation. What we learn from customers' needs to reach Product and Engineering. Customer Success gives us direct visibility into how our solutions perform and where we can create more value. Marketing needs to understand our commercial priorities and help us build the right positioning and open the right conversations.
For me, this connection between teams is fundamental. Sales brings the voice of the customer into the organization, but it also needs the knowledge and capabilities of the rest of the company to build the right solutions and propositions.
This becomes even more relevant as we enter new markets, industries and use cases. We need to understand what is specific to each opportunity and what can be replicated and scaled. Keeping our commercial, product, technology and customer teams closely connected will be critical to making the right decisions about where we invest and how we grow.
What Success Looks Like
My focus now is on building the commercial organization required for Addenda’s next stage of growth.
That means strengthening our global sales organization, bringing greater discipline and visibility to how we manage opportunities across regions, developing deeper relationships with strategic customers and partners, and opening new markets and industries where we have a clear business case.
Revenue is, of course, a fundamental measure of our success. But sustainable growth also requires building a commercial organization capable of delivering consistently as the company becomes larger and more international.
For me, this means developing long-term customer relationships, staying close to the market and making sure that what we learn from customers helps us improve what we build and how we position it. It also means making clear choices about where we invest our resources and, importantly, executing well enough to turn those choices into results.
We already have technology, experience and significant potential across different markets. The work now is to convert that potential into business, strengthen the markets where we are already present and selectively open new ones.
That is what attracted me to Addenda. I joined at a stage where the foundations are already in place, but there is still significant potential to develop the business and shape what comes next. The opportunity to be part of that process, and to help turn that potential into real business, made it the right time for me to join.
.png)
.svg)
.webp)
.webp)
.webp)