Ignacio Aguilera Jurado · Revenue Strategy & Operations · Madrid
The numbersleadershipplans against.
I'm on Robert Walters' global commercial team. I built and run the revenue forecast, the client intelligence and the weekly commercial read that goes to the Global CCO, the Global CEO and every regional CEO, and the data pipeline under them. There is no data team behind this. I built it myself, on a locked-down corporate laptop.
annual revenue in the forecast
countries in the weekly commercial read, from a six-city regional start
rows in a self-refreshing daily pipeline
messy client names resolved into one golden-record registry
01 The forecast
A bottom-up revenue forecast, with its uncertainty on the page.
Bottom-up over £200m+ of annual revenue across 30+ countries. A view of the year built from what is actually in the pipeline, with its uncertainty on the page.
The team uses it to plan capacity.
The band shows a wider range of possible revenue outcomes further into the forecast.
02 The pipeline
Raw exports in one side, board-ready out the other.
Monday Insights, the global BI dashboard, the board decks and the key-account cockpits all read from the same self-refreshing pipeline. No manual step in between, no data team, no servers, no admin rights.
Every figure traceable back to the finance ledger.
03 Cross-sell intelligence
Cross-sell as a list of names, with an owner each.
Cross-sell reporting usually stops at a percentage in a slide. The useful version is a list: this client, this service line, this gap, this owner.
Pipeline, billing and cross-sell now agree on who the client is.
- Northwind Trading S.L.#1037
- NORTHWIND TRADING - MADRID#1074
- Northwind Group Holdings#1111
- Nortwind Trading#1148
- Contoso Pharma Iberia#1185
- Contoso Pharmaceuticals (ES)#1222
- CONTOSO SA#1259
- Fabrikam Logistics BCN#1296
- Fabrikam Logística, S.A.#1333
Fictional names · real failure modes
Matching client names makes service-line coverage visible for each account. The example above uses fictional clients.
04 Capabilities
Six things a revenue team can ask me for.
Each one says what it does for the business, how I do it, and what you can ask me for on day one.
Revenue forecasting
A view of the year built from what is actually in the pipeline, with its uncertainty shown.
Probability of fill times job value, calibrated on closed cohorts and phased over the observed time to fill. Scored every month against booked revenue.
- A bottom-up forecast for the year
- A capacity plan by market
- A range with its uncertainty shown
Reporting automation
The weekly reporting grind, the deck the night before the board, the reconciliation nobody wants to do. Replaced with pipelines that run themselves and land reconciled to finance.
Daily CRM and BI exports refreshed automatically, board decks and pitches generated from the same data in hours. Built and maintained without a data team, on whatever laptop IT gives me.
- A weekly commercial read
- A board pack that rebuilds itself
- A dashboard that refreshes itself every morning
Client intelligence
One answer to who the client is, so pipeline, billing and cross-sell agree.
Entity resolution with conservative matching and a model adjudication step for the uncertain tail. One client view across service lines, with a named list of coverage gaps and an owner each.
- A golden-record client registry
- A cross-sell opportunity list
- A key-account prioritisation
LLM classification at volume
Mapping thousands of free-text job titles, notes or names into categories the business can report on.
A multilingual rules layer first, a language model only where the rules abstain. Every model tested against our own labelled data before it is trusted, with refusals priced into the score.
- A discipline taxonomy for job data
- A classifier tested on your own labels
- A triage of which model to use
Shipping the tools
Dashboards, calculators, cockpits and internal apps delivered in days.
I direct AI coding agents as an engineering team and hold product, architecture and QA myself.
- A vacancy ROI calculator
- A key-account cockpit
- An internal app for a process that lives in email
Strategy leadership acts on
Analysis turned into a decision someone will make on Monday.
Start from the commercial question, involve the owner before the build, present the number and what it means for the plan. Four years across commercial strategy, revenue growth management and digital performance.
- A regional performance read
- A pricing or promotional model
- A commercial case for a market
05 Projects
Selected projects
A revenue operator who can ship their own tooling does not wait a quarter for someone else's roadmap. I direct AI coding agents and hold product, architecture and QA myself. Three that matter:
Konductus ↗
Independent productVoice screening for in-house EU talent teams: a candidate funnel, a sourcing agent, five-dimension scoring, and an EU AI Act and GDPR trust centre.
Commercial intelligence platform
In roleThe forecast, the weekly read, the client registry and the cross-sell view above, all fed by one daily pipeline and a web cockpit on top.
On-device AI
Local processingWhisper transcription and local retrieval on Apple Silicon, for data that cannot go to a cloud API.
06 Experience
Four years, one direction: closer to the number.
Digital performance first, then revenue growth management, then commercial strategy. At Robert Walters I was promoted from the Southern Europe team into the global commercial team in January 2026.
Spanish: native. English: C2, Cambridge Proficiency. French: conversational C1 (self-assessed); DELF B2 certified.
Promoted out of the Southern Europe remit into the global team. Reporting into senior leadership including the CCO. Own the forecast, the weekly read for the Global CCO, the Global CEO and the regional CEOs, the client intelligence and the pipeline underneath.
Supported the Regional Director across six cities. Designed the key-account toolset the region ran on, won new clients, built the prospect databases behind the regional pipeline and ran Power BI and CRM training.
Built the Excel pricing and promotional models behind cross-functional planning. Analysed market and consumer trends for revenue and margin opportunities.
Conversion-rate optimisation for external clients, end to end, accountable for both the client and the number.
CRO benchmarking, SEM analysis and weekly UX reporting.
Double degree.
Additional training. One-year programme completed.
Commercial question first.
Every build starts from a decision someone has to make on Monday.
One source of truth.
Every figure is reconciled to the finance ledger before it leaves my hands.
Ranges over point estimates.
A forecast that admits its uncertainty beats one that is confidently wrong.