When we founded the company 10 years ago, it was months before OpenAI even existed and almost two years before Attention Is All You Need—the paper that introduced the transformer architecture and helped redefine what modern AI could do.

We started too early. The market wasn’t ready, and almost no one believed in what we were building. We made plenty of mistakes. The biggest one was trying to shape the company to appeal to investors. That mindset drove too many bad decisions: what we built, which markets we chased, and how we spent our time and money. If you care more about what investors think than what customers think, you eventually lose both.

Get this right: focus relentlessly on making your customers happy. Even if it means giving up profitability, margins, or scalability in the short term. Happy customers aren’t a KPI or a milestone. They are the foundation of any real business.

Over time, we signed our first large customers in the marketing and media industries—many of whom are still with us today—and reached break-even with a reasonable level of scale. It was an important step, but it wasn’t the real turning point.

The Life Sciences Pivot

Six years ago, the company made a risky but necessary pivot. We decided to focus Narrativa primarily on the Life Sciences industry, especially the pharmaceutical sector. We identified a massive problem: up to 40% of a clinical trial’s time is spent on analysis, reporting, and regulatory approval across different trial phases. We believed our technology could make a real difference there.

The pivot felt like a new beginning. We tried to move fast, but it took years to truly understand the industry, navigate complex regulatory processes, and push through real technological limits—some of which only eased once large language models became widely available. Even then, LLMs were not a silver bullet. Issues like hallucinations required constant human oversight, limiting both scalability and efficiency gains.

Those limitations forced us to rethink our approach. In 2025, agents entered the picture in a meaningful way. Thanks to the decisive push of the team—especially our CTO—we made a drastic shift in how we designed and built our solutions. By embedding agent-based architectures, we were able to overcome many of the limitations of standalone LLMs. This allowed us, for example, to build AI agents capable of generating 100% submission-ready R code for TLF production, including the associated regulatory prose text, and to work reliably with large, complex documents. Suddenly, scalability was no longer the bottleneck, and efficiency increased dramatically.

The Breakthrough

We secured our first enterprise, multi-year contracts, which allowed us to build deep, long-term relationships with our clients—some of them among the largest and most sophisticated pharma companies in the world. We learned an enormous amount from them and gradually built deep, end-to-end regulatory expertise across the entire clinical workflow, from data collection to submission. Even leading standard organizations like CDISC recognized that expertise, and we began working closely with them—a collaboration that will expand significantly in 2026.

After all these years, I don’t believe there’s another team in the industry with this level of talent, focus, and deep expertise. The team constantly challenges itself, sharpens the vision, and turns early ideas into real solutions for some of the hardest problems in the industry—problems that, even now, I genuinely believe very few teams can solve in the same way.

What Comes Next

Today, pharma companies and regulators are clearly making a decisive push to adopt AI, and this is the moment to serve more customers and cover more of the end-to-end regulatory process.

What comes next also requires a certain mindset: staying humble, being willing to start again, and being ready to throw away what works today in order to adopt what will work better tomorrow. Over the past ten years, we’ve learned—sometimes the hard way—that progress in this space doesn’t come from defending past decisions, but from constantly questioning them.

We believe agents represent the real breakthrough AI needed. Large language models were a necessary step, but not the destination. Agent-based systems allow us to push automation to levels that would have seemed unrealistic just a few months ago, while still maintaining correctness, traceability, and the regulatory rigor our industry demands.

Looking ahead, we also see a clear opportunity to apply what we’ve built beyond pharma. The same challenges exist across Life Sciences, where complex data, strict regulations, and human-intensive processes continue to slow down critical work—in areas like biotech, medical devices, hospitals, healthcare providers, and research organizations.

This next phase will require us to bring in new talent with the right capabilities, expertise, and experience, build strong partnerships, and, where it makes sense, acquire complementary technologies. The challenge is doing all of this without losing sight of our vision, preserving our culture, and staying focused on the one thing that matters most: keeping our customers happy. I feel a deep responsibility—not only to our customers, but also to the patients they work every day to help treat and save.

A Thank You

I want to close with a heartfelt thank you to the people who made these ten years possible.

First, to my co-founders Alberto Moratilla, Javier Tonatiu García Ortiz, and Jennifer M Bittinger—thank you for building this company from the very beginning and for staying committed through every hard decision. To Carlos Barrenas, Matthew Rector, PMP, and Genesis Capunitan, thank you for the depth, rigor, and leadership you bring every day.

To Cristina Blanco González, Ivan Rubio, Sofía Sánchez González, Marcos Alonso Mateos, Alfonso Martínez, Ehab Naim (Ihab Mansoor), and Samantha Eells—thank you for the care, professionalism, and dedication that turn ideas into real, trusted solutions. This company exists because of what you do every day.

I also want to thank our Advisory Board— David Evans, Len Rosenberg, Rene Stephens, MSHS, and Lisa La Luna—for their guidance, perspective, and steady support, especially in moments when the right path was not always obvious.

A special thank you as well to our board of directors, Íñigo Coello de Portugal Martínez del Peral and Evert Einroos, who have consistently supported the company while also pushing us to aim higher and hold ourselves to ambitious goals. That balance of trust and pressure has been invaluable.

To our customers, thank you for trusting us with some of your most complex and regulated work, for pushing us to be better, and for building long-term partnerships with us. And to our investors and early supporters, thank you for believing in this company—often before the market was ready—for your patience, your trust, and for giving us the space to build things the right way.

Finally, to the many other people who have helped us along the way—former team members, advisors, partners, collaborators, and friends—thank you. Your support, ideas, and belief in what we were trying to build mattered more than you probably know.

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