Ethical governance
for complex decisions
in the digital economy.

A $13.5bn telecoms group facing a serious bribery and corruption crisis across multiple jurisdictions under DOJ investigation.

Management Board member. Design and implementation of the compliance programme across multiple jurisdictions.

Global compliance programme restructured across 10+ jurisdictions.

Regulatory gap in Spain for real world asset tokenisation. Need for legal structure under the DLT Pilot Regime and Spanish securities law.

Co-founder. Full legal and regulatory design, investor documentation and interaction with the CNMV.

First cohort approval in the CNMV Fintech Sandbox. Regulatory precedent in Spain.

Large technology company operating in volatile markets with conventional control models that did not reflect organisational reality.

Values-based culture transformation. Distributed governance models that redesigned how the organisation decided, allocated accountability and measured integrity.

Adopted across three operating regions. Embedded in board reporting and performance metrics.

Fast-growing digital marketing and affiliate companies operating without governance structures, without control over their affiliate ecosystem, and without measuring their impact. The most visible case in Spain (Operation Rikati, 2017) showed how the absence of controls in an affiliate model can escalate into a criminal crisis affecting millions.

I use this pattern in executive education (IE Law School) and in advisory work with digital-sector companies. I design ESG governance frameworks, affiliate value-chain due diligence, digital carbon footprint measurement, and CSRD/CS3D readiness — tailored to each company's specific business model.

With Royal Decree 214/2025, the CSRD and CS3D, digital companies can no longer operate without sustainability structures and ecosystem controls. The pressure comes not only from regulators — it comes from corporate clients demanding ESG credentials from their suppliers.

Leading generic pharmaceutical company in a key European market, with over €200M in revenue, 200+ employees and presence across 13 therapeutic areas. Asset-light model with a distributed sales network. Owned by an international private equity fund. No formal sustainability strategy or ESG reporting, in a sector facing increasing regulatory and investor pressure.

Full sustainability strategic plan: materiality assessment, ESG pillars aligned with corporate strategy, sustainability governance, KPIs and implementation roadmap. Integration of the pharmaceutical supply chain (third-party manufacturers, distribution, pharmacies) into the impact analysis. Presentation and approval by the board of directors.

First sustainability strategic plan approved by the Board. Reporting framework aligned with European standards. Company positioned as an ESG benchmark in the generics sector, strengthening its narrative to investors and regulators.

Leading private university in Central America, with over 6,000 students, internationally accredited programmes, and a strong tradition of regional leadership. The institution needed to formalise its ethical framework, define its institutional ethos, and build a governance and compliance structure adapted to an academic environment — where standard corporate control culture does not fit.

Participatory definition of the institutional ethos with governing bodies, faculty and the university community. Design of the ethical governance structure: ethics committee, whistleblowing channels, academic and administrative integrity policies. Training programme for academic leaders and senior staff. Integration of the ethical framework with existing international accreditation processes.

Institutional ethical framework approved by the Board of Directors. Operational ethical governance structure. Compliance programme adapted to the university context — not imported from the corporate world, but built from the institution's own identity.

Professional association with thousands of members, specific regulatory obligations and growing exposure to corporate criminal risks following Spanish Criminal Code reform. The institution lacked a structured compliance programme and needed one that respected the collegiate nature of its governance.

Assessment of criminal and regulatory risks specific to the professional association sector. Design and implementation of the full compliance programme: code of ethics, risk map, whistleblowing channel, decision protocols and disciplinary system. Tailored training programme for the Governing Board and management team.

Compliance programme approved and implemented. Compliance body established. Training delivered at all governance levels. Replicable model for other professional associations in the sector.