David Redondo Diaz

Sustainability has been the overarching theme of my professional career since the very beginning, and more specifically, I’ve dedicated the past 4 years of my life to both solving the water scarcity problem in the world through my own cleantech startup AIRQUATIC and I have launched the Sustainable Greed consulting program to help companies develop green strategies, better ESG reporting and stronger CSR policies.

I am familiar with EU Taxonomy, CDP and SBTi, and have had experience preparing ESG reports for companies such as Nutrihub and COZ Jets and ensuring compliance with NFRD in one other company. Furthermore, I have crafted the 2030 Agenda objectives and the Impact & Risk Analysis for three smaller startups.

Furthermore, for over 15 years, I have led large multi-cultural teams of up to 75 people in different continents and I always took great pride in having good communication that facilitated their empowerment, training and development. Thanks to that, my teams and I enjoyed great adaptability and were able to exceed performance KPIs every year.

Also, leading Airquatic involved a significant amount of work with ESG reporting and Impact Reports and working with different stakeholders and third-party organizations to ensure that our technology had the best possible sustainable credentials. In the end, through a variety of initiatives, we were able to affect positive change across 6 SDG’s instead of the initial two and we were able to reduce overall CO2 emissions by 11% thanks to enhanced visibility of our Scope 3 emissions and the full offsetting of our Scope 1 & 2 emissions.

Also during my time as CEO of Airquatic we took an idea (making lots of water from the air) and developed it to TRL5 level in the space of 2 years amidst a pandemic. There were a wide variety of complex challenges during that time (from supply chain delays to increased costs and production design issues) but we were able to solve them because I could prioritize effectively that tasks to ensure no resources were wasted.

I was able to do this thanks to the great communication between the different departments and because our procedures empowered the different Directors to act if they had a time-sensitive issue.