Digital: An Interview with Borja Vara, Amrop Spain

Q: Tell us a little about your professional experience prior to joining Amrop and how it helped shape your career?

A: My career can be divided into three main phases: finance, executive search, and technology. I began my career in finance, working in finance functions across the technology industry. I held roles such as financial controller for multinational companies, consulting firms, and product tech businesses. This gave me a solid understanding of how tech companies operate internally. I also worked at Hewlett Packard International Bank, which financed HP’s global operations, giving me further insight into banking operations within a tech environment. Following this, I transitioned into the recruitment and executive search industry, spending approximately eight years developing expertise in talent acquisition. Over the last 15 years, I have extensively worked in various tech environments.

Q: You’ve also worked for LinkedIn?

A: My first notable experience was at a German social professional network similar to LinkedIn, and yes, I then spent eight years at LinkedIn - this period was instrumental in learning the sales process of SaaS companies, as LinkedIn’s growth strategies heavily relied on sales methodologies typical of SaaS firms - focusing on product features and customer needs, along with customer success management. My experience at LinkedIn also involved understanding how to sell complex products, combining operational KPIs, forecasting, and project execution, all of which mirror tech company processes. This environment also emphasized the importance of product functionality, customer service, and organizational structure.

Q: What was your next step?

A: Afterwards, I worked on recruitment platforms targeting young talent for multinational corporations and later on B2B SaaS applications such as one UK-based company offering an app for early wage access. My role involved not only sales and marketing but also product management, working closely with development teams to integrate solutions into clients’ payroll systems. This experience was highly technical and customer-oriented. Most recently, before returning to AMROP, I gained experience in fintech with Money Jar, an Irish digital bank. This startup work involved developing a mobile app for the Spanish market, negotiating with local banks, and navigating regulatory environments - further deepening my understanding of digital financial services and tech solutions. Overall, my experience in the tech and digital industries has shown me how to leverage product environments to address the needs of both companies and individuals. To me, the core of product management is about delivering solutions - combining technology with service to create value.

Q: Your recent joining Amrop Spain is actually a return!

A: Yes, I was a partner at Amrop 15 years ago. After I left the industry I remained in touch with my colleagues. When one of them offered me the possibility of a return to the executive search industry, I quickly made a positive decision. The Amrop Spain of today was clearly a superb combination of a local and a global player with a great network, and I was made to take charge of the tech industry, where I’m well-positioned, having had experience in the “real world” – SaaS, Fintech. Knowing how a tech company works gives a real advantage. Besides, the executive search industry in Spain is characterized mainly by boutiques and the approach can be rather old-fashioned – I think we can give a lot more value to our tech and other clients and work with them in true partnership.

Q: What, in your view, are the essential qualities of a leader in a tech company?

A: For me, the most important qualities of a leader in a tech company are rooted in my experience working with various executive teams and many engineers, highly technical people. The most successful leaders are those who understand that, ultimately, it’s not about the product itself; it’s about the solution it provides. It’s not about the functionality or how powerful the product can be, because sooner or later, competitors will offer similar features - what truly matters is the ability to adapt those functionalities to meet the clients’ needs and address their problems. Leaders who focus on understanding client pains and problems, rather than just the features, are far more successful in sales and market growth.

From a broader perspective, I’ve also observed challenges within tech companies, especially regarding internal organization and how teams are structured. For example, in matrix organizations with multiple solutions, products, verticals, and regional divisions, the key is understanding how to organize internally to deliver the best solutions for clients. The better the internal coordination, the greater the success in developing projects and creating value for clients, ultimately leading to more profit and revenue.

Additionally, these companies are often KPI-driven and focused on forecasting accuracy and operational metrics. However, the most important aspect is being able to organize teams and respond to the diverse needs of both clients and internal stakeholders. The most successful leaders I've seen are those who genuinely understand both internal team dynamics and external client needs.

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To find out more, reach out to Borja Vara or the Global Digital Practice members in your country.