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Product Strategy & Portfolio
Product direction, roadmaps, prioritisation, discovery, product economics and enterprise customers.
Marcelo Gallego Moreno · Product Leadership
Product Leader for complex B2B and enterprise platforms
I lead product strategy and platform transformation where legacy, enterprise customers and technology complexity intersect — connecting business, Product and Engineering to build scalable capabilities.
12+ years at the intersection of digital business, product and technology, with experience leading multidisciplinary teams of up to 17 people across M&A, product economics and complex international environments.
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Team
15 people today · up to 17 with external specialists.
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Platform
≈20–25 legacy back offices consolidated into a single configurable core.
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Budget
≈€1.5M annual cost centre managed.
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M&A
Product and Technology due diligence, plus post-deal operational integration.
What I lead
Three areas that reinforce each other. Technology appears as the depth behind better decisions, not as a competing professional category.
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Platform Transformation
Turning fragmented and legacy products into reusable, scalable capabilities, connecting product decisions with architecture and delivery.
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Product × Engineering × Business
Alignment across Product, Engineering, Operations and the business in highly complex environments, including budget, vendors, pre-sales, tenders and people leadership.
Selected work
Three hard situations told through their decisions: what was there, what was blocked, what the mandate was and what changed.
Platform transformation · B2B enterprise
From 20–25 legacy back offices to a single configurable product
Programme of approximately two years; dedicated team of 6 → 10 people; shared core deployed on cloud or on-premises; first deployment completed (August 2026).
M&A · Product & Technology
Leading Product and Technology through an acquisition
Head of Product → Chief Product & Technology Officer (CTPO); Product and Technology due diligence; continuity and integration after the deal.
Founder · Product Strategy · B2B pivot
From B2C marketplace to B2B SaaS selected by Mazda Spain
End-to-end responsibility within the CPO mandate; more than 15,000 repairs per month; core refactor and migration to AWS.
Applied AI as an execution capability
I integrate AI into real product work to structure knowledge, accelerate definition and documentation, and support delivery workflows. The goal is not automation for its own sake: irreversible decisions and final accountability remain human, and any public claim must be traceable to a source of truth.
Leadership and operating scope
Beyond strategy and roadmap, my current scope includes a multidisciplinary organisation of 15 people — up to 17 with external specialists — full people management, technology vendors, and preparing and tracking an annual cost centre of ≈€1.5M.
What people I have worked with say
Three recommendations, each tied to a specific capability.
Business judgment and the impact of decisions
He is constantly weighing the impact his decisions have on the company, and his passion for the business and the market brings totally new perspectives and insights.
Bridge between business and engineering · quality and scope
You need somebody who understands both business and development nuances to make every gear count. He has the right balance to deliver quality and clear scopes.
Product, project and team leadership
He has become an outstanding product development expert, particularly in project and team leadership.
Background in short
Computer engineer by training, early-stage founder and Product leader in both startups and enterprise companies.
The progression has been consistent: from building and running digital businesses to leading product, technology and transformation in more complex organisations.
Let’s talk
If you are exploring product leadership in a B2B or enterprise platform — or a Product & Technology position where both responsibilities genuinely sit within the mandate — I’d be happy to talk.
marcelogallegomoreno@gmail.com