My approach to management has been shaped by over three decades of leadership experience across universities, international organizations, and intergovernmental institutions. At its core, my managerial philosophy is rooted in the conviction that institutions flourish when strategic vision is paired with inclusive leadership, clear communication, and a commitment to public value. I see management not merely as administration, but as stewardship: guiding organizations and their people to achieve a mission larger than themselves.

Throughout my career, I have consistently been entrusted with responsibilities that required both strategic foresight and operational discipline. As Director of UNESCO’s International Institute for Higher Education (IESALC), I led the Institute through a period of transformation, repositioning it as a global authority on higher education policy. By tripling its funding, diversifying its staff across all UNESCO regions, and expanding its intellectual output, I demonstrated how resource mobilization, team building, and vision-setting can combine to amplify institutional impact. My experience showed me that financial sustainability is inseparable from credibility, and that credibility rests on quality, relevance, and the trust built with partners and stakeholders.

I have also learned to lead effectively in times of crisis and complexity. As Acting Director of UNESCO’s Cluster Office for Central America, I oversaw operations across five countries, ensuring cohesive responses to educational and cultural priorities while fostering collaboration with UN partners. In these moments, I refined my ability to make rapid decisions, build consensus, and maintain morale under pressure. These are skills that, while forged in the multilateral system, are equally transferable to any context where leaders are called to balance competing demands with fairness and clarity.

Earlier, at UNESCO Headquarters in Paris, I directed policy programs that demanded both intellectual leadership and organizational skill. As a team leader managing analysts, statisticians, and consultants, I was responsible for aligning policy analysis with the needs of over thirty member states. Success in this role required a blend of vision—identifying emerging issues and global trends—and pragmatism—translating evidence into actionable policy advice. What mattered most was cultivating an environment in which diverse experts could thrive, and where collective output surpassed the sum of individual contributions.
My managerial outlook was also shaped by my years at the OECD Centre for Educational Research and Innovation. There, I led large international projects, including "Giving Knowledge for Free" on open educational resources, the New Millennium Learners initiative, and comparative studies on systemic innovation. These experiences reinforced the importance of evidence-based management and the capacity to translate research into policy relevance. Coordinating multinational teams and steering complex projects across cultural and institutional boundaries taught me the value of rigorous project planning, careful stakeholder management, and the ability to mediate between diverse interests. The OECD years impressed upon me that innovation and policy impact require not only intellectual vision but also meticulous organizational scaffolding.

My managerial experience is equally informed by my years in academia. At Pompeu Fabra University and the Universitat Oberta de Catalunya, I assumed leadership roles that combined teaching and research responsibilities with those of vice-rector and program director. These positions reinforced my conviction that academic institutions thrive when their governance structures foster innovation, transparency, and accountability. Managing teams of faculty and researchers taught me the importance of mentoring, succession planning, and balancing institutional strategy with individual growth.
Several principles have guided me across these roles. First, I view diversity as an indispensable asset, not a challenge. Building multicultural and multidisciplinary teams has shown me that creativity and resilience stem from difference, provided that trust and respect are cultivated. Second, I believe in leading by example: maintaining high ethical standards, demonstrating commitment, and ensuring that decisions are explained as well as taken. Finally, I embrace adaptability. From spearheading pioneering work on digital learning at the OECD to leading higher education policy initiatives across Latin America, I have seen how agility—intellectual, organizational, and personal—determines whether institutions can respond effectively to shifting environments.
In sum, my managerial philosophy is grounded in a balance of vision and execution, inclusivity and accountability, tradition and innovation. Whether within a university, an international agency, or a policy network, I strive to build organizations that are not only effective in delivering results but also inspiring for the people who work within them. Management, for me, is about creating conditions where individuals and institutions alike can reach their potential, while never losing sight of the public good that animates our work.