Eduardo is straightforward. “In my life, there have always been two closely linked threads,” he shares. “First, creating a positive work environment that boosts the team’s performance and commitment. And second, never separating my personal and professional life from a constant sense of questioning—what I do, why I do it, and how I can improve.”
This, along with the following statement, made it possible for Eduardo Ybarra to create Dattechs, an AI-based Task Management Systems company: "The traditional companies/industries where I have developed my professional life (construction and engineering) are not very receptive to change and do not feel comfortable with professionals with that attitude. It is easier for them to waste hours and talent on data crunching, instead of thinking about how to automate processes and get people to focus on adding value to the company.”
After repeatedly hitting wall after wall, Eduardo made a bold decision: to take the difficult road of entrepreneurship and dedicate himself to helping companies through their digital transformation. What once seemed like a reckless move — even drawing skepticism from people in his homeland — has now become a success story. Five years later, the same voices that once laughed are no longer so quick to judge.
"In Spain there should be a strong strategy to help local companies that are generating high value."
One of the biggest challenges along the way has been overcoming a deep-rooted resistance to change. Many business owners were disillusioned after years of working with consulting firms that offered low-value solutions at high costs. This widespread skepticism meant that digital transformation wasn’t even on the radar for many companies.
But things started shifting in 2020. Businesses began to understand what digital transformation really meant — and more importantly, to question whether they needed it. The health crisis accelerated this awareness, becoming a powerful catalyst for change. Despite all its consequences, it brought one undeniable positive outcome: it forced transformation to the top of the agenda.
There is no entrepreneur who talks about his or her beginning in a simple way, but there is no one who does not recommend it either. Eduardo advises all entrepreneurs: "Don't be afraid, but don't be reckless. Try to combine your current job with your passion. Grow cash and business before jumping into funding rounds... There are thousands of startups that are simply unsustainable. You must know how to manage scarcity and be able to anchor yourself in a powerful feeling that you can hold on to when the road gets rough. That determination is what's going to keep you going."
In a large company, decisions are made by people with a defensive posture, who fear for their position and therefore make low-risk decisions."
Having a strong inner drive and a clear objective is often the first real step into entrepreneurship. For Eduardo, that turning point came with a deep sense of foresight. As a quantity surveyor, he saw the writing on the wall: the role was becoming increasingly unsustainable, and change was inevitable. Having lived through the housing crisis, he was convinced another downturn was on the horizon. That sense of urgency — the feeling that there was no turning back — became the fuel he needed to reinvent himself and move forward with conviction.
When it comes to managing the company, Eduardo is clear: staying in control is non-negotiable. He compares business leadership to navigating a ship — without a compass or rudder, the destination is inevitable: the bottom of the sea. With a background that includes working with major ERP systems like SAP, SAGE, and NAVISION, he understood from the very beginning that running a company on Excel and paper wasn’t just inefficient — it was risky. For him, structure, visibility, and control are the foundations of a solid, scalable business.
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