I started where you're supposed to start. An Economics degree in Barcelona, a master's in Financial Management, two years at KPMG in financial services, then two more as a financial analyst at HP. I learned how big companies see money — in structures, in reporting, in decisions made years ahead of time.
But I didn't come from that world. I came from tennis. Before any of the spreadsheets, I was a competition player, and the court never really left me. So when the chance came to manage a professional tennis player, I took it.
An accountant, a bank, advisors — every one of them excellent at their own piece. But no one could answer the simple questions: where is everything right now, what does it look like in three years, and which decision this month matters most. The information existed. It just lived in ten different places and connected nowhere.
That gap is why CUBE exists. Accountants look backward and keep you compliant. Advisors and banks sell you products. None of it is the same as someone sitting above the whole thing, designing how it fits together. That seat was empty, so I built it.