About
From chemical engineering to enterprise customer experience
I live in Mexico City. I build experience programs for enterprise accounts during the week and run a home fragrance brand alongside it.
I studied chemical engineering at Universidad Iberoamericana and then took it somewhere unexpected. My career has moved across product, operations, marketing, and customer success, because I think the people who make good strategy are the ones who know how a business runs underneath it.
I work at Qualtrics as a Technical Success Manager. The role sits between technical consulting, meaning platform architecture, integrations, and adoption, and strategic account management for the largest enterprise accounts in Latin America. Before Qualtrics I was a product owner at Kavak, an operations and purchasing lead who took ISO 9001 and SMETA certifications from start to finish in four months, and a marketing intern at Red Bull handling logistics for elite athletes.
Alongside that I co-founded SOREIA with my business partner Aline Chamlati. It is a home fragrance brand made entirely in Mexico, down to the hand-blown glass. I built the financial model, found the artisans, and designed the product line.
I move without waiting to be told, and I ask early when a decision needs information I do not have yet. When feedback comes back I act on it in the next cycle instead of filing it away. Both come from the same instinct: I would rather be right than look right.
Outside work I finished the Chicago Marathon and an Ironman 70.3, and I travel to hike and dive whenever I can. I also co-chair Q&Able, the accessibility employee resource group at Qualtrics in Mexico City, where we work on making the office and its processes usable for everyone.
Skills
What I work with
Tools matter less than what they are pointed at, so this is grouped by what I can actually do with them.
Technical
Across Qualtrics I work in CustomerXM, EmployeeXM, Digital CX, and Text iQ.
Strategic
How I work
Why accounts keep working with me
Enterprise software is easy to buy and hard to use well. What separates a program that gets renewed from one that quietly dies is rarely the platform. These are the three things clients and sales colleagues bring up.
Recommendations they act on
What I put forward is tied to an objective the client is already chasing, so it gets moved on instead of parked. Sales colleagues tell me this is what makes expansion conversations easy: by the time the commercial discussion happens, the account has already seen the case built from their own numbers.
A roadmap, not a request queue
Most stalled programs are a pile of disconnected requests. I sequence the work so each phase makes the next one cheaper, and tie every stage to an objective the client can defend internally. That is what turns a license into a program with budget behind it.
Follow-through they can plan around
If I commit to something in a meeting, it closes and they hear back without chasing me. Clients raise this more often than any technical point, which says something about how rare it is. It is also what earns the access you need to fix the harder problems.
Outside work
Endurance sport and long trails
I finished the Chicago Marathon and the Ironman 70.3 in La Quinta, and I plan holidays around hiking. Training for a distance you cannot fake is the closest thing I know to how a long program actually gets delivered.
My vision
What I am building towards
I want to run experience programs at a scale where the decisions carry weight, and then to lead the people who run them. The work I am after is the kind where a company hands over a problem that does not have a clean answer yet and trusts me to go and find one. I would rather be measured on what I built than on what I maintained.
Give me the account nobody knows what to do with. That is the work I want, and it is the work I am good at.
People ask whether running a company on the side takes something away from the day job, so I will answer it here rather than wait for the interview. It does not, and the reason is in the dates. SOREIA was built in the evenings and on weekends between February and July 2026, the same period I was promoted to Technical Success Manager and took on the largest accounts in the region. Building a company from the costing model up taught me how margin, execution, and customer decisions actually behave, and no single role inside a large company teaches you that. It makes me sharper at Qualtrics, which is exactly why I keep both.
Further out, I want to create a foundation that supports the development of people and communities, backing initiatives that open up opportunity.
Above any professional or business goal, I want to be someone who never stops learning, who enjoys solving complex problems, who leads with integrity, and who inspires others to build projects with purpose.
If any of that sounds like the person you are looking for, tell me what you need.
A role, a program that is not landing, a workshop, or an order. The full timeline is on the experience page and the venture is on the SOREIA page.
Answered within two business days, in English or Spanish.