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Metricson: How Our Clients Decided That the Pandemic Wouldn’t wipe them Out

Published

4 years ago

03/28/2021

Kossi Adzo

Luis Gosálbez of Metricson tells us about a comprehensive legal services firm specialized in technological and innovative businesses.

Table of Contents

First of all, how are you and your family doing in these COVID-19 times?

Luis Gosálbez: So far so good. Most of my close family members have gone through the COVID-19 mildly, so I feel really lucky.

Tell us about you, your career, how you founded Metricson.

Luis Gosálbez: Prior to founding Metricson in 2009, I worked in a big-four firm (EY), co-founded e-contratos, an online signature platform that probably came to early (2003). Then I moved to San Francisco, where I discovered that having a mixed legal and tech profile, far from being an obstacle, could be an advantage, and started Metricson as a small boutique aimed to provide advanced legal support to startups and innovation industry in Spain. Today, Metricson is a group of companies that provides services to over 1000 companies in 15 countries.

How does Metricson innovate?

Luis Gosálbez: I’ve learned a lot in my three product-based startups: innovation isn’t just about creating new things, requires a deep understanding of the pain that you’re trying to solve and the industry in which you’re involved, creating a solution that really makes a difference for your potential clients. Innovation can come through technology and a twist on your internal proceedings or the way you approach your clients. We change the way we work, integrate new technology, and generate new products, even small ones, every day, according to our clients’ real needs. And they love it.

How does the coronavirus pandemic affect your business finances?

Luis Gosálbez: I’ve never seen such a strong and willful reaction like the one that the tech industry has had during the pandemic. After the first weeks of confinement, where the COVID-19 bomb blew up the world as we knew it, everyone decided that this time they would not be wiped out and started reinventing themselves. This has given us the chance to grow up having a lot of fun helping these incredible companies to reshape the world.

Did you have to make difficult choices regarding human resources, and what are the lessons learned?

Luis Gosálbez: Fortunately, our group is remote-ready from scratch. We already had the protocols and resources that we needed to work from home, so we didn’t need big changes to keep everything on the road. But let’s be honest: human contact is important, and some remote work is great, but too much sucks. Now we’re trying to accommodate everyone according to their human-touch needs. It’s hard, but it really pays off.

How did your customer relationship management evolve? Do you use any specific tools to be efficient?

Luis Gosálbez: Our clients have never been especially fond of holding meetings. They’re too busy and widespread around the world, so we’ve always used a ton of videoconference and collaboration tools, with all kinds of integrations that you imagine. At the very beginning of the pandemic, we tried to replace events and parties with online meet-ups, but it simply doesn’t work. You need a lot more than a camera and a delivery company to feel close to other people.

Did you benefit from any government grants, and did that help keep your business afloat?

Luis Gosálbez: No grants, no public help at all. We’ve been on the sunny side of the pandemic, so it would be unfair to take advantage of it.

Your final thoughts?

Luis Gosálbez: This pandemic has changed the world so many subtle ways that it will never be as it used to. Putting all the pieces together will take too much effort, so we’d better find our place in the new picture instead.