Enrique Relucio

I launched a new line of business connecting the solutions catalog with a service offering and a structure capable of delivering them.

- Definition of the offer and design of managed security services.

- Management of the business plan and financial objectives.

- Agreements with manufacturers and wholesalers to expand the unit's capabilities.

- Coordination of technical teams and supervision of service provision.

Results: turnover growth of +200% in 2024 and +600% in 2025, after the launch of the unit in 2023.

My responsibility connected portfolio management with client needs and the offering of cybersecurity services.

- Management and development of a client portfolio of €1M.

- Support in the definition and execution of security and business continuity plans.

- Offer of SOC services, risk and vulnerability analysis and technological solutions.

- Participation in adaptation projects to GDPR, ENS and ISO 27000 standards.

Results: year-on-year business growth of +20% in 2021 and +10% in 2022.

I developed the unit for large telecommunications operators and manufacturers, with responsibility for clients, equipment and profitability.

- Opening of accounts, definition of the offer and negotiation of framework contracts.

- Management of more than 35 engineers, including their development and retention.

- Management of the income statement and project margins.

- Supervision of telecommunications services and projects.

Results: portfolio of €2.5 M annually and turnover growth of +170% in 2019.

- Translation of client needs into tailored solutions.

- Technical management of opportunities, demonstrations and workshops with clients.

- Collaboration with manufacturers on the proposed architectures.

- Management of infrastructure migration and modernization projects.

- Preparation of proposals for banking, insurance and hotel companies.

- Responses to RFPs and technical defense before clients.

- Design of solutions and managed services for international, hybrid and cloud environments.

- Participation in network and infrastructure modernization projects.

I worked on both the provision of the service and its marketing through other IT companies.

- Design of the service and its way of execution.

- Definition of service level agreements “SLAs”.

- Prospecting for companies to offer the program to.

- Support so that they could understand the offer and sell it to their own clients.

My responsibility covered the definition of the product and the sales strategy to bring it to the market.

- Design of the simulated pentesting and phishing product.

- Definition of the “go-to-market” strategy.

- Connection between the cybersecurity offer and its commercial presentation.

The work connected presence at events with subsequent sales activity, rather than treating each participation as an isolated action.

- Preparation of commercial and marketing content.

- Talks at events and fairs in the sector.

- Design of the subsequent funnel to continue the relationship with contacts.

I worked on the initiative as part of the sales activity: not only what content to publish, but how to connect it with a recruitment and sales journey.

- Design of the webinar and organic content strategy.

- Definition of the contents.

- Design of the associated sales funnel.

I assumed the start-up and management of the sales team in the area, with four people dedicated to business development.

From the first contacts to an account with 20 people.

The opportunity required connecting ALTEN's technical capabilities with Huawei's needs and demonstrating that we could take on the projects, both in their execution and management.

I led the entire process:

- Opening of the relationship: first contacts with Huawei and development of the opportunity.

- Pre-sale and proposal: presentation of capabilities for radio design and optimization and the 5G swap project.

- Homologation as a supplier: preparation and defense of technical, financial and management capabilities in a full evaluation day.

- Negotiation and start-up: progress of the commercial relationship and organization of the first teams.

- Account management: management of the team, which reached 20 people, and responsibility for the financial results of the projects.

Result: account opening and development of an activity with up to 20 people, connecting commercial acquisition with the execution and economic management of the projects.

The account was developed around specialized electronic engineering capabilities.

- Opening of a new commercial relationship with CRISA.

- FPGA design services.

- Equipment with profiles of power and microelectronics circuits.

The product works on three questions:

- What deserves attention: signals to prioritize opportunities and actions.

- What is being left behind: activity monitoring and risk detection in the pipeline.

- What is the next step: tasks, history and context to move forward.

It is an independent product of my sales management service.

Features: management of leads, clients, opportunities, tasks and activity history; pipeline analysis and preparation of summaries; integration with AI, mail, calls, calendar and payments.

Technical development: multi-company architecture, with authentication and data separation by client. FastAPI, SQLModel, PostgreSQL/Supabase, React, Redis and Celery.

Design and development of The Match Pulse, with its own algorithm to assess the interest of matches based on their development and statistics.

- Construction of a data pipeline in Python, with asynchronous extraction from sources such as Understat and StatsBomb.

- Design of an algorithm that combines expected goals (xG), winning volatility (WPA) and chaos rates.

- Creation of the Offensive Threat Index (IAO), with normalization against historical data.

- Development of a backend in FastAPI and an interface in React with spoiler-free mode.

- Preparation of the processing of historical seasons and automated recommendations.