Fifteen years are enough to see many things change. And also to be part of that change from within.
Sandra Vilaplana, Director of Strategy, Business Development and Operations at Kveloce, is celebrating 15 years with the company. Her career has evolved in parallel with Kveloce’s own journey: from its early days as a small regional consultancy, in a European ecosystem that was still less mature, to becoming an international organisation specialised in European excellence programmes.
During this time, Sandra has both witnessed and played an active role in some of the major changes that have transformed European research and innovation: the transition from FP7 to Horizon 2020 and Horizon Europe, the growing importance of impact, communication, sustainability, Social Sciences and Humanities, the professionalisation of European consortia, and the need to work with an increasingly strategic vision.
Her journey within Kveloce also reflects this transformation. She joined in 2011 as an Innovation Project Manager, in a small team where work was highly cross-cutting, and today she leads key areas for the company’s growth, such as strategy, business development, operations, organisational efficiency and internal transformation.
To mark this anniversary, we spoke with her about the past, present and future: how Europe has changed, how Kveloce has evolved, what lessons can be drawn from 15 years working in international projects and consortia, and what challenges will shape the coming years in European innovation.
A conversation about knowledge, adaptation, people and strategic vision. And also about something that, according to Sandra, remains as important today as it was on day one: the ability to learn, build trust and help turn good ideas into projects with real impact.
When you joined Kveloce 15 years ago, what was the European innovation ecosystem like?
When I joined Kveloce 15 years ago, the European innovation ecosystem was quite different from what it is today. At that time, we were operating within the FP7 framework, and although there was already a strong commitment to collaborative European research, the system was much less mature and less competitive than it is now.
There were fewer specialised actors, less professionalisation in proposal preparation, and also less focus on the real impact of projects. Many initiatives were more centred on scientific or technological excellence, whereas today the European Commission requires a much more strategic vision: impact, exploitation, sustainability, alignment with European policies, stakeholder engagement, communication… all of these aspects have gained enormous importance.
I also remember a more fragmented ecosystem. Today, we see much more established European networks, highly international consortia and organisations that work together on a regular basis. Back then, in many cases, that culture of European collaboration was still being built.
Another major change has been the thematic evolution. We have moved from programmes focused on more “traditional” R&D towards much broader priorities: digitalisation, the green transition, resilience, technological sovereignty, health, data and artificial intelligence, among others. The current approach is much more closely connected to Europe’s major strategic challenges.
From an operational perspective, the way of working has also changed significantly. Processes were much more manual, there were fewer digital tools and less automation. Today, the management of European projects is far more complex, but also much more professionalised and supported by tools, methodologies and KPIs.
Looking back, it becomes clear how not only Europe has evolved, but also how we have evolved as an organisation within that ecosystem.
What differences do you remember compared to how we work today?
The way we work has changed enormously, both in terms of European projects and the internal dynamics of organisations.
When I started, much of the work was far more manual and reactive. Today, we work in a much more structured, digitalised and process-oriented way.
The pace has also changed significantly. Before, cycles were slower and there was more time to build proposals or develop collaborative relationships. Now, the environment is much more dynamic and competitive: decisions have to be made quickly, international teams must be coordinated within very tight timelines, and we need to constantly adapt to new European priorities.
Another important difference is the level of specialisation. In the past, profiles were more generalist; today, projects require much more specific knowledge, both technical and strategic. It is no longer enough to know how to manage European projects: you need to understand European policies, impact, exploitation, communication, regulatory aspects, innovation, digitalisation… The work has become much more multidisciplinary.
The culture of collaboration has also evolved considerably. Today, we work in much more international, hybrid and distributed environments. It is normal to coordinate meetings with partners from different countries, work on collaborative platforms and maintain constant interaction with a wide range of actors: universities, companies, public administrations, start-ups and civil society.
Overall, I think we have moved from a more administrative approach to project management towards a much more strategic model, focused on generating real impact.
What role did aspects such as impact, communication or SSH play at that time?
At that time, aspects such as impact, communication or SSH (Social Sciences and Humanities) did exist, but they carried much less weight than they do today in European projects.
The main focus was much more on the technical and scientific side of the project. What really made a difference was technological or research excellence, and impact was often addressed in a much more generic and less strategic way than it is now.
Over time, especially since Horizon 2020 and even more so in Horizon Europe, the European Commission has clearly changed the evaluation criteria and the overall approach to projects. Today, impact practically structures the whole proposal: how results will reach the market or society, how they will contribute to European policies, what benefits they will generate for different stakeholders, how exploitation or sustainability will be ensured… All of this is now central.
Communication has also evolved enormously. In the past, it was often seen almost as an administrative requirement linked to project dissemination: a website, perhaps a workshop, some basic materials… Today, communication is a strategic tool. Real interaction with stakeholders, community building, European visibility, exploitation of results and a clear contribution to project impact are expected.
And regarding SSH, I think the change has been especially significant. Years ago, they were much more separate from technological or scientific projects. Now, the integration of social, ethical, regulatory and behavioural perspectives is fundamental in many calls. Europe has understood that innovation is not only about technology: it also depends on social adoption, user acceptance, public policies and governance models.
In fact, for Kveloce, this evolution has also represented a clear opportunity for growth and positioning. The company has always had a background strongly linked, academically, to SSH disciplines, and this has allowed us to develop a solid scientific basis in this field and differentiate ourselves within the European ecosystem. As Europe has given increasing importance to these multidisciplinary approaches, we have been able to grow very naturally in this direction, integrating more strategic, social and impact-oriented capacities into projects.
How has Kveloce evolved over these years?
I think Kveloce has evolved in a very coherent, but also very brave way. When I joined in 2011, we were a very small team, still very focused on regional programmes and just beginning to really commit to Europe. At that time, the goal was to learn, specialise and position ourselves in a much more competitive environment.
Since then, the evolution has been enormous. We have gone from being a small regional consultancy to becoming an international organisation specialised in European excellence programmes, especially Horizon Europe.
But beyond growth in size, what really matters is how we have evolved internally. We have professionalised the organisation significantly: strategy, processes, technical capacities, internationalisation, talent management, European positioning… And all of this while maintaining something very characteristic of Kveloce: a culture strongly based on knowledge, continuous learning and the ability to adapt.
In addition, growth has been especially intense in recent years. Between 2019 and 2026, the team has grown from 10 to 30 people, which means evolving not only technically, but also as an organisation. Today, we are no longer talking only about winning European projects; we are talking about consolidating an international, sustainable structure oriented towards excellence.
What moments marked a before and after?
I think there have been several key moments.
The first was clearly the commitment to Europe between 2011 and 2012. That was when Kveloce decided to completely shift its focus and specialise in European programmes. That decision shaped everything that came afterwards.
Another very important moment was 2013. It was a very difficult year because of the economic crisis, but it was also the moment when we truly consolidated our European DNA. The company survived thanks to its ability to adapt and its firm commitment to Europe.
I would then highlight 2016–2017, because that was when Kveloce’s real strategic professionalisation began. We started to position ourselves as a key European partner in Horizon 2020 projects. MATCHUP was a very important milestone because it represented our first major H2020 project as partners.
Another decisive step came in 2019, when Kveloce made a strong commitment to advisory services for ERC calls. This was a highly relevant strategic decision, because it meant entering an extremely specialised type of service, focused on scientific excellence and high-level strategic support. Over time, this line of work has become consolidated, representing more than half of the company’s turnover in 2025. This clearly reflects how the company’s positioning has also evolved towards higher added-value and excellence-driven services.
More recently, I would highlight two key milestones. On the one hand, the opening of the Brussels office in 2022, which symbolised the transition from a specialised SME to a truly international organisation.
And, on the other hand, becoming coordinators of the Horizon Europe project COSECUR in 2023. I think this was a particularly important moment because it demonstrates a natural evolution: moving from supporting proposals or participating as partners to leading complex and strategic European projects. It represents a major step forward in terms of maturity, positioning and recognition within the European ecosystem.
Which capacities have become more important over time?
Without a doubt, technical and strategic specialisation.
At the beginning, the focus was much more on consultancy to support proposal preparation. Today, the most important capacities are much broader: strategic understanding of European policies, identification of funding opportunities, impact, exploitation, stakeholder engagement, communication, SSH, international coordination and positioning within complex European ecosystems.
Capacities related to scientific and methodological excellence have also gained significant importance. Kveloce has evolved towards much more complex and competitive projects, especially within Horizon Europe.
I would particularly highlight two very important developments.
The first is the consolidation of the SSH area. The integration of Social Sciences, citizen participation, behavioural approaches and public engagement has been a key evolution for us. Kveloce has managed to position itself as a recognised actor in SSH, thanks to the academic background of a large part of the team and the ability to integrate these disciplines into high-level European projects.
The second is the development of capacities linked to ERC and scientific excellence. From 2019 onwards, Kveloce made a clear commitment to ERC strategic advisory services, which required the development of highly sophisticated capacities: scientific analysis, strategic positioning of researchers, excellence-based narratives, disruptive vision, mentoring and highly personalised support. This evolution has been very important because it has brought the company closer and closer to excellent research and top-level scientific profiles.
In addition, in recent years, more organisational capacities have also become increasingly important: growth management, operational efficiency, internal processes, digitalisation and business strategy. When a company grows so quickly, technical capacity alone is no longer enough; you also need a solid structure behind it.
What do you think defines the way Kveloce works today?
I would say there are four very clear elements: excellence, rigour, adaptability and commitment.
Kveloce has a culture that is strongly focused on technical quality and knowledge. There has always been a strong commitment to continuous learning, specialisation and constant improvement, but also to people’s growth and development. I believe one of the things that has always characterised Kveloce is its investment in the team and in building long-term capabilities, which has been essential for our ability to evolve and continuously adapt.
I also think that our capacity to adapt is one of our defining features. The company has successfully reinvented itself several times: moving from regional to European programmes, overcoming the 2013 economic crisis, adapting to Horizon Europe, expanding internationally and managing the organisational changes that come with rapid growth.
Another important element is that we work with a highly strategic mindset, not just an operational one. Today, European projects require an understanding of policies, impact, networks, positioning and long-term vision. This has become a natural part of the way Kveloce operates.
Finally, I believe we are also defined by our close relationships with clients and partners. Although the European environment is highly competitive, Kveloce has always maintained a collaborative way of working built on trust.
After so many years, what value does the team still have in such a demanding environment as European projects?
For me, the team remains Kveloce’s main differentiating value.
European projects are becoming increasingly demanding, competitive and complex. In this context, what really makes the difference is not only processes or tools, but people: accumulated knowledge, experience, adaptability and commitment.
I believe one of Kveloce’s greatest strengths has been its consistent investment in people: training, professional growth, the development of technical capacities and the building of an organisational culture. This has allowed us to create a team that is highly specialised, but also highly resilient.
In addition, working for so many years in European projects gives you something very important: vision. You learn to understand how Europe evolves, how priorities change, how to build networks, how to generate trust with international partners and how to identify opportunities before they become obvious.
And I think that today, more than ever, in an environment where AI and automation are transforming many tasks, the real value still lies in human capacities: strategic thinking, judgement, creativity, coordination skills and the ability to build relationships based on trust. All of this remains absolutely key in European projects.
How has your own role within the company evolved?
My evolution within Kveloce has been closely linked to the company’s own evolution. When I joined in 2011, we were a very small team and I started as an Innovation Project Manager, at a stage when the main challenge was to learn how the European ecosystem worked and help build the foundations of what Kveloce would later become.
In those years, the work was very operational and highly cross-cutting. We all did a bit of everything: proposal preparation, searching for calls, client contact, partner management, project follow-up… That also forces you to learn very quickly and to understand how the whole business works.
As Kveloce grew and became more professionalised, my role also evolved towards more strategic functions. I started to become involved not only in project management, but also in business development, defining strategic lines, European positioning, the growth of new areas and organisational improvement.
Especially in recent years, with the company’s accelerated growth, my role has evolved significantly towards operations, strategy and organisational transformation. Today, a large part of my work is related to helping structure Kveloce’s growth: processes, strategic planning, operational efficiency, coordination between areas, development of new business lines and digital transformation.
In reality, my professional evolution reflects Kveloce’s own journey quite well: we have moved from a stage of learning and survival to a much more mature, strategic and international organisation.
What have you learned from working with so many European projects and consortia?
I have learned many things, but probably the most important one is that European projects are, above all, about people.
At a technical level, you learn a lot: European policies, innovation, international management, impact, strategy, coordination of complex consortia… But over time, you understand that a large part of success depends on something more human: building trust, creating strong relationships and knowing how to work with very different profiles.
You also learn to manage a great deal of complexity and uncertainty. In European projects, you are constantly dealing with changes, different cultures, different priorities and very dynamic environments. This forces you to develop strong adaptability and strategic vision.
Another important lesson I have learned is that Europe works very much in the long term. Networks, reputation and positioning are built over years. Many opportunities arise because you have done good work in the past, because you have built trust, or because you have been able to bring real value to a consortium.
What skills are essential in this sector today?
Today, this sector requires a very broad combination of skills.
Of course, it is still essential to have a strong technical basis: understanding European programmes, EU policies, the logic of Horizon Europe and how to build competitive proposals.
But strategic and cross-cutting skills are becoming increasingly important. For example:
- analytical skills and strategic vision
- understanding of impact and European policy priorities
- communication and storytelling
- stakeholder management
- international coordination
- adaptability
- the ability to work in multicultural and multidisciplinary environments
In addition, I believe that a continuous learning mindset is essential today. The European ecosystem is constantly changing: new priorities, new technologies, new methodologies, new instruments… If you do not have curiosity and the ability to evolve, it is very difficult to stay up to date.
What part of your work still motivates you after 15 years?
I think it is precisely that combination of constant learning, challenges and the ability to generate real results.
I am a very enthusiastic person, very challenge-oriented and also very results-oriented. European programmes have something very special in that sense: you work in highly demanding and dynamic environments, where new intellectual, strategic and organisational challenges are constantly emerging. Each project exposes you to new ideas, new technologies, new social challenges and new ways of thinking. It is an environment where it is very difficult to stop learning.
But I have also always been strongly motivated by the strategic and business development side of the work. I like building things, identifying opportunities, and thinking about how to better position an idea, an organisation or a line of work so that it can really move forward and secure funding. There is a very analytical and strategic side to this work that really connects with me.
And then there is a much more personal dimension that remains highly motivating after all these years: working with researchers and helping them transform ideas into real projects. Behind a proposal, there are often years of scientific work, a powerful vision or a very personal motivation to solve a social, health or environmental problem.
Being able to support them in that process, help them structure their ideas, build a solid narrative, give them strategic focus and contribute to securing European funding is very rewarding. In a way, although we do not carry out research directly ourselves, we do help make that research possible and enable it to generate real impact.
And I think this connects very strongly with the purpose Kveloce has always had: helping projects with potential become a reality and contribute to scientific and social progress.
Where do you think European research and innovation are heading?
I believe Europe is moving towards a much more strategic, interdisciplinary and impact-oriented approach to innovation.
Research will remain absolutely fundamental, but there will be increasing pressure to demonstrate how results contribute to addressing concrete challenges such as health, climate change, the energy transition, resilience, technological sovereignty and digital transformation.
I also think Europe is moving towards much more integrated models. Today’s major challenges are too complex to be addressed from a single discipline, so we will see even greater collaboration between technology, social sciences, health, AI, public policy and sustainability.
In addition, I see a very clear shift towards a more strategic and globally competitive Europe. There is growing recognition that research and innovation are not only scientific tools, but also key drivers of economic competitiveness, technological leadership and Europe’s strategic autonomy in relation to other global powers.
Concepts such as technological sovereignty, industrial resilience, access to critical technologies, security, and leadership in AI and the green transition will continue to strongly shape European priorities in the years ahead.
I believe European innovation will increasingly focus not only on generating knowledge, but also on transforming that knowledge into real capacity for change, competitiveness and international positioning for Europe.
What challenges will organisations face in the coming years?
I think one of the biggest challenges will be managing increasing complexity.
European projects are becoming more competitive, more multidisciplinary and more demanding at every level: technical, regulatory, financial and strategic. Having a good idea is no longer enough; organisations need execution capacity, long-term vision and solid internal structures.
Another major challenge will be talent. This sector requires very hybrid profiles: people with technical, strategic, international and management skills. Finding these types of profiles is becoming increasingly difficult.
I also think many organisations will need to learn how to scale without losing quality or culture. When you grow quickly, maintaining excellence, internal coordination and knowledge transfer becomes a very important challenge.
In addition, there will be a clear challenge linked to speed of adaptation. Europe is constantly changing: political priorities, technologies, financial instruments, regulatory requirements… The most competitive organisations will be those able to anticipate change and adapt quickly.
What role will elements such as AI, sustainability and social impact play?
They will play a completely central role.
Sustainability and social impact are no longer complementary aspects; they are now structural parts of European policies and of how innovation is understood today.
As for AI, I think it will have a very important double impact. On the one hand, it will be a strategic topic within European programmes, because Europe wants to position itself in artificial intelligence from a competitive, ethical and regulated perspective.
But AI will also deeply transform the way we work: information analysis, task automation, knowledge generation, data management and support for strategic processes.
Even so, I believe the human component will remain essential. In fact, the more weight technologies such as AI gain, the more important aspects such as ethics, governance, social acceptance, SSH and the ability to understand the real impact of innovation on people will become.
What will continue to make the difference in Horizon Europe and future programmes?
I think the difference will continue to lie in the ability to combine technical excellence with strategic vision.
Today, having a good scientific or technological idea is no longer enough. The projects that really stand out are those that understand European priorities well, build credible impact, create strong partnerships and connect research with real societal needs.
European positioning will also remain key. Networks, reputation and trust continue to carry significant weight in this ecosystem. Europe works very much through relationships built over the long term.
In addition, I believe the organisations that will make the difference are those able to combine specialisation and adaptability: having very solid expertise, while also being able to evolve quickly in an environment that is constantly changing.
What has not changed over all these years?
I think there is one thing that has never changed: the importance of people and knowledge.
Technology, programmes and European priorities have changed enormously. But in the end, projects are still built on trust, collaboration and the ability to bring real value.
Something very characteristic of Kveloce has not changed either: its commitment to continuous learning, technical excellence and adaptability. From the beginning, there has been a strong culture focused on learning and on trying to do things better every time.
What advice would you give to someone starting out in European innovation today?
First, I would tell them to be patient, because this is a complex sector and it takes time to really understand how Europe works.
I would also tell them not to focus only on the technical side. In this sector, it is just as important to understand people, strategies, impact, European policies and international relations.
Above all, I would encourage them to stay curious and keep learning continuously. Europe is constantly changing, and the people who evolve best in this environment are usually those who enjoy learning, adapting and facing new challenges.
Finally, I would tell them to understand that this is a long-term field. Networks, reputation and trust are built over time, through consistency and by bringing real value to projects and to the people you work with.
After 15 years, Sandra’s journey has become part of Kveloce’s own story. Her strategic vision, ability to anticipate opportunities, commitment to excellence, and dedication to supporting and empowering the team have been key to many of the milestones that have brought us to where we are today. In an environment as demanding and ever-changing as European innovation, having people who combine knowledge, sound judgement, enthusiasm and a forward-looking mindset is a true privilege.
Thank you, Sandra, for these 15 years of dedication, shared learning and contribution to Kveloce’s growth. We look forward to continuing to build new projects, embrace new challenges and embark on new chapters together as a team.
