Guillermo Martinez
Principal, Technology Investment Strategy and Delivery
Where the method comes from
Anacay's method is not a framework assembled from reading. Each part of it is something I was responsible for somewhere it mattered — a company I ran myself first, with the P&L on me, then at a scale where being wrong was expensive.
Capacity — supply against demand, at the right cost
I ran the yearly capacity and planning cycle for infrastructure inside an approximately $20B annual business: collecting demand from more than a hundred engineers one at a time, defending it through finance, fitting it to a budget, and brokering between teams who all needed the same machines. Later, on a different portfolio, the same discipline recovered the equivalent of roughly 8–10% of capacity across constrained resource pools — not by cutting what teams asked for, but by changing its shape.
Access — who is allowed to reach what
Platform work on structured data and on hybrid environments, where the question of who may query what, under which controls, is the product rather than a setting.
Provenance — whether a number can be traced
Metadata and lineage work on data platforms, which is where I learned that most organizations cannot answer "where did this number come from" and have never been asked to.
Compliance — obligations built into the work
Designated Product Compliance Lead for scoped EU Digital Markets Act work. I arrived with no prior regulatory background and translated legal obligations into operating processes engineers could execute. Designated product, engineering and PMO leads retained final verification and signoff — I drove it to readiness, I did not sign it off.
And the pattern I would want judged: the commitments moved into the annually negotiated agreements, so the second year enforced itself. Build the mechanism, then get out of its way.
Attribution — spend to outcome
The cost-attribution and chargeback problem for shared infrastructure: getting demand instrumented, and originating the model that resolves one request into the services it consumes. Alongside it, the case work behind a $50M refresh, measured in actual equipment orders.
This is the discipline the whole practice rests on, and the one most organizations have never built.
Operating Assurance — what keeps it true after we leave
An operating cadence run for an eighty-engineer portfolio. The transformation of a program office. A five-to-seven-year platform roadmap reviewed monthly with a CIO.
None of it carried authority over the people involved. Utilization was surfaced to the teams, commitments were taken against targets, and launches were held for serious offenders. The authority was the number plus the team's own commitment — which is the only kind that survives you.
The one I would point at
By 2019 the quota-rebalancing function I ran had been automated end to end — intake, transformation, a chain of scripts, running weekly. There was no manual work left in the role. I was moved rather than backfilled.
Every engagement Anacay sells is a smaller version of that.
By 2019 there was no manual work left in the job. I was moved, not replaced.
What this looks like at small scale
The same five questions, asked of a twelve-person firm: what are you paying for, who can reach your client information, can you trace the number, does the way you work meet the rules that apply to you, and did the change you made actually pay.
The scale changes. The questions do not.