Carlos Cabezón
Diagnostic

For CEOs, executive committees and boards

It is not a problem of capacity.It is a problem of judgment.

I help CEOs, executive committees and boards make better decisions that shape the business and get the organisation to actually execute them, bringing the judgment I have spent thirty years building with a P&L in front of me.

Take the diagnostic

Ten questions. Five to ten minutes.

Where I built my judgment

30 years
deciding about people
€70M
of P&L under my responsibility
30 to 300
people in the teams
6 countries
Spain, France, Italy, Germany, Portugal and the UK

This is not consulting experience. It is where I learned what every decision costs, with the result in my name and people depending on it.

Board Member at FirstPort, Scotland, since 2025.

When people call me

People rarely call me because they are short of ideas.

They call me when a company knows something is not working but has not yet worked out which decision has to change.

  1. 01

    The committee has spent months analysing the same decision and never closes it.

  2. 02

    The strategy is clear and the organisation cannot execute it.

  3. 03

    A critical project slips and nobody can point to where it is stuck.

  4. 04

    Costs grow faster than results.

  5. 05

    There is a reorganisation or a technology investment on the table, and it is not clear which real problem it solves.

  6. 06

    There is an important decision to make and nobody in-house to test it with.

None of the six gets better by pushing harder. They get better when somebody defines what is actually happening and changes what causes it.

Find out where you are stuck

Confidential diagnostic, five to ten minutes.

A case · integrating two technology centres

A slow, expensive centre. And not one person too many.

A multinational services group ran two technology centres, one in Madrid with around 180 people and one in Lyon with about 120. Lyon was slow and expensive, so much so that investment in new projects had been frozen, waiting to see whether it would turn around. From the inside it looked obvious that capacity was missing. Something else was going on: the two centres had been built separately, they reported differently, estimated differently and measured differently, and nothing could be compared with anything. What had to change was the management model, and the judgment behind each decision.

Project costs
−25%
Redundancies, or replacements with cheaper profiles
None
Project investment, frozen until then
Restarted
Freed capacity absorbed by the other centre
No headcount growth

In the end nobody left and nobody joined. What changed was that the two centres started measuring themselves against the same yardstick.

Does any of this sound familiar? Take the diagnostic

My method

My method, in four steps

Clarity, Judgment, Execution and Counsel. It is the order I use to look at any decision before recommending anything.

Are we solving the right problem?

Almost everyone arrives with the symptom. Before acting you have to separate the symptom from the cause.

Put your organisation to the testTen questions to see where the chain breaks.

Who this is for

I work best when the cost of being wrong matters.

This fits you if you are a CEO, a member of an executive committee, an owner or a board member, and you have a decision in front of you that affects: margin, structure, people, investment, technology, growth, capacity, reorganisation and execution.

  • 01you want someone who challenges the situation rather than validating it
  • 02you need to turn a debate into a decision
  • 03you want the result to be measurable

How I work

Four ways of working together. They differ above all in one thing: whose job the execution is.

See all four services
  1. 01

    Executive Decision

    When you need to close a key decision and it has been open for too long.

    Two working sessions to walk out with the decision made, the criteria clear and the next steps defined.

  2. 02

    Executive Sounding Board

    When you need a senior, confidential counterpart over several months.

    To think through strategic decisions with an outside view, manage risk and avoid mistakes that end up in the P&L.

  3. 03

    Strategic Execution

    When the decision is made and the organisation cannot turn it into a result.

    I get inside the problem with the team until we find the blockage, fix it and leave a system running without me.

  4. 04

    Independent Counsel

    When the value is having outside judgment where the decisions that change the company are taken.

    For boards, advisory boards and companies that want an independent view on people, technology and execution.

Not sure which one you need? That is information too.

One idea

Artificial intelligence does not transform an organisation.It reveals what the organisation already is and amplifies what you already have.

AI is an important tool in what I do, and that is all it is: a tool that amplifies my judgment. With clarity and direction it accelerates an organisation. Without them, it accelerates the chaos.

Judgment first. Then the tool.

Before talking about solutions, identify the problem

Ten questions and five to ten minutes. When you finish, you can see on screen where your brakes are.

And if it makes sense to talk after that, we will talk with a concrete problem on the table.

Take the diagnostic