Senior digital direction.No fluff. No templates.With 20 years of judgement and 30+ sectors.
We’re not an agency that "also does consulting." We’re senior digital consultants who, when needed, execute. We work as a Second Opinion before major decisions, as an outsourced Digital Direction while the internal one is being structured, or as a C-level Sparring partner before key committees. We only step in when we can add real judgement.
20 years watching how bad digital decisions get made because no one challenged them in time.
Most mid-sized companies don’t need another agency executing faster. They need someone senior willing to say out loud what their vendors won’t: that this CRM won’t be implemented in six months, that this rebrand won’t move the business, that this marketing team is doing the comfortable thing, that this AI investment has no KPI. When you’ve been leading digital for 20 years across 200+ companies and 30+ sectors, that conversation stops being an opinion and becomes judgement. That’s the service.
We don’t sell execution disguised as consulting. We don’t charge for PowerPoints. When we step in, we do it with a name and a face: a senior consultant with 15+ years in the field, not a junior with a template. And when we step out, we leave the client more autonomous, not more dependent.
Honesty first. These are the cases where we add value. And these are the ones where we don’t.
- You’re about to sign a significant digital investment and want an independent second opinion before deciding.
- Your marketing/digital director is vacant or transitioning and you need an interim senior external while internal is being structured.
- Your current agency doesn’t give you judgement: they execute well but don’t tell you what to do or what not to.
- A board of directors asks you for a 12–18-month digital plan and you need a partner to write it with you.
- You’re weighing insourcing vs. outsourcing a digital team and want judgement before hiring.
- A competitor made a move (rebrand, M&A, funding round) and you want an impact analysis before the next committee.
- You’re looking for cheap execution: there are agencies with lighter structure than ours.
- You want a vendor that says yes to everything. Not our style.
- You need immediate results without prior diagnosis. Consulting doesn’t work that way.
- You’re looking to resell consulting inside your organisation under our name. We don’t lend our brand for that.
- The decision is already made and you just want a report to justify it.
- You expect us to execute as part of the consulting. Consulting and execution are separate services.
Three clear formats. Each with a different purpose.
We choose the format together in the exploratory conversation. We can shift between formats as the relationship evolves — but it’s always clear which one we’re currently in.
Second Opinion
You’re about to sign something important: hiring an agency, investing in technology, changing CRM, starting a rebrand, entering a channel, closing a digital M&A.
Critical document + executive session with a clear recommendation: go / with these adjustments / stop.
Outsourced Digital Direction
Your digital director has just left, the role is vacant, or the business has grown and you need senior direction without a full-time hire yet.
A senior of ours takes on functional direction: committees, roadmap, agency relationships, direction-level KPIs, internal hiring interviews.
C-level Sparring
You need someone external, without internal political agenda, to think out loud with before committees, board meetings or investor presentations.
Structured 1:1 conversations with punctual async support. No teams, no PPT, just judgement.
All three formats include NDA by default. In C-level Sparring, confidentiality is reinforced: zero use of the client’s name for anything.
30+ sectors in 20 years. That breadth is exactly what provides judgement.
A consultant who has only seen one sector transfers that sector’s practices as if they were universal. A consultant who has operated in 30+ knows what’s specific and what’s general. This is the accumulated portfolio (identities withheld by confidentiality):
| Vertical | Accumulated years | Most common role |
|---|---|---|
| Multi-channel retail | 18 years | Digital Direction |
| Pure e-commerce | 15 years | Second Opinion + Sparring |
| Fashion & accessories | 14 years | Digital Direction |
| Food & gourmet | 12 years | Channel consulting |
| Industrial / B2B manufacturers | 11 years | C-level Sparring |
| Professional services (law, engineering, technical consulting) | 10 years | Second Opinion |
| Private healthcare | 9 years | Digital Direction |
| Private education + online training | 8 years | Second Opinion + Direction |
| Hospitality, restaurants and gastronomy groups | 8 years | Channel consulting |
| Tourism & hospitality | 10 years | Digital Direction |
| Premium real estate + developers | 9 years | Second Opinion |
| Automotive (dealers + brands) | 7 years | Channel consulting |
| Pharmacy + parapharmacy | 7 years | Digital Direction |
| Cosmetics & beauty | 9 years | Digital Direction |
| Energy + renewables | 6 years | C-level Sparring |
| Private banking + fintech | 6 years | C-level Sparring |
| Insurance | 7 years | Second Opinion |
| NGOs + foundations | 10 years | Channel consulting |
| Sports + professional clubs | 5 years | Second Opinion |
| Culture + publishing | 9 years | Digital Direction |
| FMCG | 8 years | C-level Sparring |
| Institutional + public administration | 6 years | Channel consulting |
Representative data from the eXprimeNet 2005-2026 history. Client confidentiality guaranteed.
The pattern matters more than any individual case: most of the digital problems a client brings we’ve already seen in another sector — sometimes solved, sometimes not. That case bank is exactly what gets hired.
Every diagnosis goes through a simple matrix: where it creates value and where it captures it.
Before recommending any action, each project is placed in a quadrant. The question isn’t "what do we do?" but "which quadrant are we talking about?". Almost all the bad digital decisions we’ve seen in 20 years come from confusing quadrants.
Brand differentiation
Premium content, brand equity, community, reputation. Hard to monetise directly. High risk of waste without a framework.
Digital competitive edge
Differentiated digital value proposition + clear monetary capture. Own digital product, defensible direct channel, strategic first-party data.
Digital hygiene
Functional website, correct tracking, tidy CRM, security, compliance. Doesn’t provide competitive advantage, but its absence is a disadvantage.
Operational efficiency
Margin optimisation: CRO, attribution, automation, CAC reduction, loyalty. Profitability lever, not structural growth.
Every relationship produces tangible deliverables. The client always knows what they take home.
Consulting is a service of structured conversations with specific outputs. We don’t sell hours: we sell documents, judgement and signed decisions. These are the typical deliverables, in the logical order of a relationship:
- S-01
Discovery
Initial context map: business, current team, open decisions, explicit expectations and unspoken ones.
- S-02
Diagnosis
Document with findings prioritised by impact and effort, ranking of pending decisions and identified hidden risks.
- S-03
Recommendation
Executive session with a clear recommendation: go / go with these adjustments / stop. Signed by a named senior consultant.
- S-04
12-month roadmap
Digital plan prioritised by quarter with indicative budget per line. Translatable into immediate CEO or board actions.
- S-05
Recurring committee
Roadmap follow-up: context shifts, intermediate decisions, course corrections. Written minutes to the C-level.
- S-06
Closure + handover
Transition document to the internal team or next partner: written processes, KPIs, contacts, contracts. Real autonomy, not perpetual dependency.
No consulting project lasts indefinitely. Good ones end with the client more autonomous, not more dependent.
Six real situations. Anonymised by confidentiality agreement.
Each case illustrates a type of decision where senior judgement changed the outcome. Economic ranges are representative of the client’s typical decisions, not of our fees.
Board about to sign a CRM re-implementation with a tier-1 integrator for a high 6-figure sum.
Diagnosis showed the problem wasn’t the CRM but the data governance between channels. The proposed project didn’t solve it.
Board redirects the investment: significant budget to data governance + lighter CRM + notable portion freed. Months later, better ROI than the original proposal.
CDO leaves due to generational handover. Internal structure still immature. CEO asks for interim direction.
The company didn’t need a full-time CDO yet, but focused digital governance + clear KPIs to the committee.
Mixed model: external direction + junior internal who learns. On closure, an internal CDO hire with a tailored profile, not a generic one.
CEO prepares Series C. Needs to defend their digital thesis in front of international funds with tough technical analysts.
Sparring sessions in the months leading up to the round. Cold questioning of every slide, every figure, every narrative.
Round closes without valuation drop in a tense market. The CEO reports the sessions were "the most useful" part of the preparation.
Academic leadership wants to open its own online course platform with a high initial budget.
Market analysis + competitor benchmark showed the projected ROI was optimistic by a factor of 3×. Buying an existing platform + adapting solved most of the scope.
Decision: don’t build, integrate. Significant direct savings and much earlier time-to-market.
Marketing director focuses on top brands. Mid-tier brands have no one leading their digital.
External "hub" direction model: a senior of ours leads digital across the mid-tier brands in parallel, with a single report to the group CMO.
Over time, two of the mid-tier brands surpass one of the top brands in digital contribution. Model replicable internally.
Board debates insourcing digital team vs continuing with agencies. Considerable annual budget at stake.
Structured sessions with leadership + team + current agency. Honest analysis of what is done well externally and what can only be done internally.
Hybrid model: partial insourcing (data + donor relationship), sustained outsourcing (creative + media). Effective savings with better performance.
Senior consulting is human judgement. AI amplifies the prior analysis, it doesn’t replace it. It never decides for the client.
In consulting, AI Agents don’t run campaigns: they prepare the ground for the human conversation. Context analysis, silent benchmarking, quantitative scenarios, documentary review. All output passes through the senior consultant before reaching the client. The judgement signature is always human.
Market Radar
Continuous tracking of relevant moves in the client’s sector: rounds, M&A, channel openings, regulatory changes. Filters noise; the consultant decides what deserves attention.
Benchmark Silent
Silent analysis of competitors agreed with the client: web, channels, tone, public pricing, moves. No contact or intrusive scraping. Raw output reviewed by senior.
Scenario Planner
Builds quantitative scenarios (base, upside, downside, wildcard) for a specific client decision. Helps the committee see the range, not a single point.
Doc Reviewer
Reviews contracts, agency proposals, RFPs, external reports. Flags risky clauses, vague promises, poorly defined KPIs. Never replaces legal review, does prepare the ground.
Roadmap Sanity
Puts a proposed roadmap through tough questions: undeclared dependencies, unrealistic milestones, sourceless KPIs, incoherent budgets. The senior signs off the final judgement.
Data Room Prep
Structures and reviews digital data rooms for rounds, M&A or audits: inventory, taxonomy, coherence between sections, gaps. Does not replace the financial advisor.
Vendor Compare
Systematically compares potential vendors (CRM, DAM, CDP, agencies) against criteria agreed with the client. Output = neutral table, human decision.
Cohort Miner
Cross-checks the client’s historical data (with permission, in their environment) to expose cohorts that weren’t being looked at: LTV by source, retention by product, channel cannibalisation.
Council Prep
Structures committee material: anticipated questions, counter-narrative to the proposal, risk matrix. Helps the C-level arrive prepared, not improvise.
Handover Guard
On project closure, verifies documentation is self-sufficient: written processes, defined KPIs, contacts, contracts. Leaves the client autonomous, not dependent.
Common questions before engaging senior consulting.
Do you also execute? Or only produce documents?
Who exactly attends to us?
Do you sign an NDA?
How long does a typical relationship last?
Do you work with companies outside Spain?
How does a relationship start?
What if you’re hired as Second Opinion and your recommendation is "don’t do it"?
Do you work with direct competitors in the same sector?
And if we need specific AI consulting?
Let’s start with a conversation.
Tell us what decision you’re facing and who is sitting at the table. We’ll decide together whether it makes sense to continue and, if so, in which format.
Shall we talk?