Luis Orozco

What I bring to a board or advisory seat

I am a digital product and platform leader with over 25 years of operating experience building and scaling marketplaces, SaaS organizations, and data-driven businesses across Finland, the Nordics, Belgium, and Dubai. My career spans Nokia, Schibsted/Tori.fi, SD Worx, and five current advisory engagements across AI, staffing, beauty tech, and media.

At Tori.fi I led the product organization through a full transformation from a classifieds platform to a transactional marketplace, including launching ToriDiili which reached 100,000 transactions in its first eight weeks. At Schibsted I built and led the first fully cross-Nordic product department across Finland, Sweden, Norway, and Poland. I understand what it takes to build organizations that learn fast, not just execute well.

The specific value I bring to a board or advisory seat is the ability to diagnose whether a company’s product thinking is the hidden reason it is underperforming relative to its technical and commercial potential. This is a gap that financial and operational board members rarely see clearly, and that founders often cannot name until someone with the right operating background names it for them.

I am fluent in English, Finnish, Spanish, and Portuguese, which gives me practical range across Nordic, European, and Latin American market contexts without the cultural translation cost that often slows international board work.

The companies that would benefit most

Growth-stage technology companies, typically Series A to C, that are technically strong but struggling to convert that strength into market traction. Specifically: digital marketplaces, platform businesses, and B2B SaaS companies navigating the transition from founder-led product decisions to a scalable product operating model. Companies preparing for international expansion who need someone who has actually run cross-border product organizations, not just advised on them from the outside.

On board certifications

I do not currently hold a formal board director certification. My governance experience is as an operator: four active advisory roles with equity stakes, a career that has included reporting to CEOs and working alongside executive teams making consequential strategic decisions, and direct experience building and transforming product organizations under conditions where the stakes were real and visible. I bring the product leader%27s perspective that many boards are missing rather than the governance practitioner%27s, and am actively evaluating formal certification programs to complement that experience.