Alejandro Di Tolla Fractional & Interim CEO / COO

EXECUTIVE POSITIONING

I work with founder-led Seed–Series B companies and established SMEs where growth, complexity, or underperformance has outpaced the business's operating capability. I help leadership teams restore control, improve economics, build scalable operating systems, and turn strategy into measurable execution.

20+ years as a Founder, CEO, and COO across AI/ML SaaS, technology-enabled services, healthcare, and regulated businesses—scaling operations, accelerating product-to-revenue, improving economics, and managing complex international operations spanning 10 countries and 4 continents.

Previously US-based; now based in Spain. Dual US/EU citizen

My operating principle: establish the facts, fix what is constraining performance, then build the capability to scale.

SPECIALIST IN:

  • Scale & operating readiness — financial controls, KPIs/OKRs, management cadence, accountability, decision rights, and scalable workflows.

  • Turnaround & performance recovery — restoring financial visibility, cash performance, margins, operating discipline, and profitable growth.

  • Cost, margin & operating leverage — redesigning workflows and operating models using simplification, automation, and AI where economically justified.

  • Strategic growth & product-to-revenue acceleration — converting customer needs and existing capabilities into viable new products, services, and adjacent markets.

  • Board, investor & capital readiness — building the operating evidence, governance, reporting, and execution capability required for growth and financing.

I operate on a fractional or interim basis, or through defined transformation mandates, with scope and commitment determined by the business problem.

WHAT I DO FOR FOUNDERS

Revenue Acceleration & Strategic Growth

  • Build new revenue streams from existing capabilities and adjacent markets after validating customer need, economics, strategic fit, and operational feasibility.

  • Turn customer problems into commercially viable products and services by connecting market need, value proposition, economics, and execution requirements.

  • Accelerate product-to-revenue cycles by shortening the path from customer need and R&D concept through deployment and monetization.

  • Align product, engineering, operations, and commercial teams around shared outcomes to prevent viable opportunities from stalling between functions.

  • Challenge resource-intensive growth initiatives that lack a credible economic or strategic case and redirect effort toward higher-value opportunities.

Cost & Margin Expansion

  • Diagnose where margin, cash, and operating capacity are being lost by connecting financial results to the underlying operating causes.

  • Increase operating capacity by redesigning manual-heavy workflows through process simplification, automation, and AI where it creates measurable economic value, eliminating bottlenecks, duplication, unnecessary handoffs, and low-value work.

  • Improve cash conversion and financial visibility by strengthening billing, collections, forecasting, management information, and operating controls.

  • Challenge major resource and capital commitments before they become embedded costs using economic analysis, independent validation, and clear decision criteria.

Turnaround, Scale & Investment Readiness

  • Restore performance by rebuilding financial visibility, cash discipline, margins, accountability, and operating control.

  • Stabilize operations before scaling, establishing the controls and decision rights required before adding complexity.

  • Build scalable operating infrastructure that moves the business beyond founder-dependent or reactive execution.

  • Translate strategy into measurable execution through priorities, functional objectives, KPIs/OKRs, ownership, and disciplined management cadence.

  • Build capital and investment readiness by connecting credible operating evidence and governance with the organization’s ability to deliver against growth and financing commitments.

BOARD & GOVERNANCE / CREDENTIALS

  • Board Member, Chair & Trustee — Antioch University | 2006–2016

  • Board Observer — Opticyte | 2021–Present

  • Advisory Board Member — Omniris | 2026–Present

  • Angel Investor / Deal Evaluator — Alliance of Angels, SWAN Investment Fund II, E8, and Keiretsu Forum

  • MIT xPRO — Chief Operating Officer Program; AI Products & Services; IoT Design & Applications | 2025

  • MBA, Beta Gamma Sigma — Seattle University, Albers School of Business | 2004

  • B.S., Industrial Engineering & Business Management — University of Lima | 1992

SELECTED IMPACT

  • Healthcare turnaround — $1.2M → $7M+ USD revenue / 2.4% → ~20% EBITDA margin: Led the 21-month turnaround of a near-insolvent, 100-employee, multi-site healthcare organization; reduced DSO 50%, increased cash collections 218%, and grew unrestricted cash from <$50K to >$1.5M USD.

  • 5x+ enterprise-value increase: Led the operating and financial recovery of a healthcare business valued below $1.5M at entry that received separate acquisition indications of up to $9M and $10M USD by Q4 2019.

  • 5x company valuation growth — ~$5M → ~$25M USD: Built operating capability supporting an AI/ML SaaS company’s growth from Seed to its May 2023 Series A, including scalable systems and international operating capacity across 10 countries.

  • 25x throughput / 85% lower OPEX / 20x faster processing: Redesigned five cross-functional workstreams through operating-model redesign, automation, and selective AI.

  • R&D-to-deployment in 6 months: Led two robotic inspection platforms from concept to deployment versus prior cycles exceeding two years; deployed across four countries within 90 days and created the company’s first multi-year, multimillion-dollar contract pipeline.

  • New revenue creation: Built a healthcare service line from zero in eight months that generated 50% revenue growth in Year 1 without external capital; earlier opened pharmaceutical and LATAM markets and closed a $3M USD enterprise contract.

CURRENT & RECENT ENGAGEMENTS

Stealth MedTech AI Startup — Interim COO

  • Architecting a 36-month operating roadmap covering capital raises, go-to-market sequencing, organizational design, and operating systems.

Niricson Software Inc. — Chief Operating Officer

  • Built operational capability supporting a 5x+ company valuation increase from ~$5M → ~$25M USD of an AI/ML SaaS company by building scalable operating systems, redesigning cross-functional workflows, introducing automation and selective AI, and building international operating capacity across 10 countries, achieving: 25x throughput upsurge, 85% lower operating expense across five redesigned workstreams, and 20x faster processing, while building international operating capacity across 10 countries.

SWAN Venture Group — Strategic Consultant

  • Scalable due diligence framework built in close collaboration with the Founders and GM — establishing repeatable investment evaluation criteria across revenue quality, customer concentration risk, and management capability that structured the fund's Investment Committee process from the ground up.

NW Return to Work Clinics (now Convivio Health) — Interim CEO & Board Member

  • High-stakes turnaround: took the company from near-insolvency to its two most profitable years in 13 years — scaling revenue from $1.2M to $7M+ USD, restoring profit margin from 2.4% to approximately 20% — within 21 months.

SELECTED PREVIOUS ROLE

TranSenda International — Promoted Through Three Successive Roles to Director, Business Development

  • Promoted from individual contributor into commercial leadership. Owned full-cycle enterprise business development, opened LATAM and pharmaceutical markets, built a five-partner integration/support network, developed relationships with multiple pharmaceutical companies, and closed a $3M contract with a world-renowned pharmaceutical company.

Available for:

  • Fractional & interim CEO/COO mandates focused on scale readiness, operating infrastructure, margin improvement, and execution discipline, as well as for turnaround, performance recovery, or major operating transitions.

  • Strategic growth, EBITDA, and product-to-revenueacceleration mandates requiring cross-functional execution from opportunity through commercialization, involving operating-model redesign, automation/AI-enabled leverage, cash and margin improvement, or capital readiness.

  • NED / Board Observer / Advisory roles in AI/ML SaaS, technology-enabled services.

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