Josep Bernat

1. Strategic clarity from ambiguity
I’m very good at turning a fuzzy situation into 2–3 clear strategic options with explicit trade‑offs.

I cut through noise to define:
- Where to play (segments, geos, products)
- How to win (positioning, pricing, go‑to‑market, partnerships)
- I help teams align around a small set of measurable priorities and turn them into a concrete execution plan (who does what by when, and how we’ll know it’s working).

2. Independent thinking and constructive challenge
- I’m not attached to internal politics or legacy decisions.

- I ask the uncomfortable questions early (unit economics, runway, real differentiation, organizational bottlenecks).
- I protect the long‑term health of the company and minority shareholders, while still being pragmatic about short‑term constraints.

In board settings, I’m calm, structured, and focused on decisions and accountability, not theater.

3. Strong operator’s perspective (not just theory)
- My advice is practical and execution‑oriented.

- I translate strategy into operating plans, dashboards, hiring plans, and meeting rhythms.
- I care about execution details: sales process, product roadmap realism, hiring quality, and internal communication.
- I help leaders build the right cadence: OKRs/KPIs, board packs that actually drive decisions, and a culture of learning from data.

4. Pattern recognition across companies and stages
Because I’ve seen what works and what consistently breaks at different stages, I can help you anticipate problems instead of only reacting to them.

I have extensive experience in the leisure and consumer sector and I have been advising startups and scaleups at early stages