Adevinta · Flagship longitudinal case
From team practice to a European way of working
A longitudinal Adevinta case about growing from team-level work in Spain to contributing to a shared practice across Europe.
- Context
- A longitudinal journey across Adevinta Spain and the European group, as the scale of coordination changed.
- Contribution
- Team coaching, shared ways of working, OKR practice, and cross-border quarterly alignment.
- Collaboration
- Collaboration and co-ownership with fellow leads, executives, managers, and the teams adopting the practices.
Team level · Spain
Begin with one marketplace
Marc began in Adevinta Spain responsible for the Way of Working across the Motors marketplace, including coches.net and its eight teams. He learned to work in a pincer partnership with engineering managers and the Human Resources Business Partner (HRBP), sharing responsibility instead of concentrating it in the Way of Working role.
This split kept the individual and collective dimensions connected: the Way of Working practice could focus on collective patterns while managers and the HRBP supported individual needs. Keeping both sides connected helped make the way of working stick and supported a more autonomous, sustainable system.
Through hands-on work with the teams and their engineering managers, the eight Motors squads reached self-sufficiency in less than six months.
Organization level · Spain
Build a shared practice in Spain
The work expanded as Marc co-owned PEAK, Adevinta Spain's Way of Working, with colleagues and the C-suite. Cadences, tooling, and a data-driven Business Agility statistical assessment using Grounded Theory techniques contributed to a 20% year-on-year increase in agility and a 60% increase in leadership maturity.
Alongside that shared practice, Marc coached executives on OKRs. Clarity and success rate increased by 20% across two quarters, and he became an informal OKR point of reference as the practice scaled across Spain, Benelux, and Central teams serving more than 1,000 staff.
He authored Scrum and Continuous Improvement courses for Adevinta Academy in Spain, turning the practice into reusable learning rather than relying only on direct coaching.
He also led the first Kanban pilot in Talent Acquisition, redesigning a critical hiring pipeline, reducing time-to-hire, and establishing a template for wider HR adoption.
Group level · Europe
Coordinate across Europe
Building on the work in Spain, Marc joined Adevinta’s Agile Methodology team, which coordinated ways of working across Europe. The team extended practices explored through PEAK in Spain while adapting them to the context of each marketplace.
Marc worked with the European transformation lead and collaborated with more than 30 Agile Coaches deployed across the marketplaces. The Agile Methodology team set shared lines of practice that affected their work indirectly; the local coaches brought the local context needed to adapt and deploy those elements in each marketplace.
A quarterly alignment process helped cross-border workstreams surface dependencies and coordinate earlier. Its launch depended on collaboration with leaders, managers, coaches, and teams across the group.
The connective tissue was lateral leadership: listening for patterns, building bridges between stakeholders, and moving shared work forward without relying on positional authority.