Sergio Torices / Work
03Building in practice
Three real situations where ideas had to become work. The context matters. So do the limits of each result.
01 / Featured case · Robert Bosch Spain
Turning fragmented customer information into commercially usable data for a B2B business line inside a global company.
Read caseFrom data to decisions
A CRM is worth the decisions it makes easier — not the records it holds.
02 / Robert Bosch Spain
Deciding which recurring work deserves human judgement — and automating the rest — in marketing and commercial operations.
Read case03 / Ontime Logística Integral
Turning service complexity into better account decisions across a portfolio of B2B logistics accounts.
Read case04Evidence
20+
B2B accounts run as a portfolio — each with its own needs, reporting and performance.
Direct contribution2,000+
Companies, contacts and projects turned into commercially usable CRM data.
Direct contribution5+
Internal teams aligned around the customer: commercial, operations and service.
Direct contribution+15%
Managed shipment volume, supported through account follow-up and coordination.
Team resultBusiness contextEvery figure states its attribution. Direct contribution describes my own work; team results refer to collective improvements. Each case explains the context and limits of its outcomes.
How I approach a problem
Not every problem needs another tool. Sometimes what is missing is a shared definition, usable information or someone connecting the parts. This is the sequence that guides how I work.
Understand what the customer needs, what the business is trying to achieve and how the operation works today. Separate the visible symptom from the decision behind it.
The starting question: what should be happening, and what is actually happening?
Identify the constraint worth addressing: incomplete data, unclear ownership or steps that add no value. Be explicit about what takes priority and what stays out of scope.
The criterion: a specific intervention with an owner and a clear purpose.
Turn the decision into a practical change: structured information, a clearer process or different coordination. Design for the people using it, not just for a presentation.
The test: the next step should be easier to carry out and review.
Distinguish delivering a solution from improving the underlying problem. Review usage, capture exceptions and adjust what does not work without turning the process into bureaucracy.
The measure: evidence of use and outcomes, with clear limits on attribution.