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I grew up in Mexico, in a house shaped by two opposing disciplines. My mother moved through complexity by instinct and agility. My father, trained in theology and philosophy at the Vatican, taught me that the most dangerous thing in any system is the assumption no one has examined.

I went to Europe to study physics. I stayed to do the work.

For over a decade at CERN, I built control systems for particle-physics experiments where one unmeasured variable could invalidate years of effort. The job wasn't only precision. It was knowing which variable actually mattered.

Then I moved to Finland and into quantum computing, helping teams at companies like IBM and Intel understand where emerging architectures were genuinely useful. And across industry after industry, I kept seeing the same thing: technically sophisticated organisations drowning in fragmented data and uncoordinated technology — a wide gap between what their systems could theoretically do and what they were actually producing.

The consulting offered in response was either generalist or vendor-captured. Neither started with a diagnosis.

So I built JMP Ventures to be the thing that was missing: one point of strategic accountability, applying the diagnostic rigour of complex-systems physics to the operational problems of deep-tech and engineering-driven organizations across Europe. Higher throughput. Better yield. Decisions that rest on systems, not on whoever happens to still be in the building.

My clients are usually engineers themselves — technically fluent founders and managing directors who don't need anything simplified. They need someone who can sit across the table, speak their language precisely, and hand them a number instead of a narrative.