Claudia de la Riva, CEO of Apolo Kids

We speak with Claudia de la Riva, CEO of Apolo Kids and a leading figure in the Spanish innovative entrepreneurial ecosystem, recognized for her ability to lead purpose-driven projects without losing ambition.

In this interview, Claudia shares her journey from OCRE and Nannyfy to her current stage at Apolo Kids, a period marked by maturity and a deep connection with social impact. We explore key learnings around closing or selling a startup, staying calm in critical moments, and the keys to scaling without giving up the project’s soul.

Her perspective offers an honest and courageous view of the challenges and opportunities of entrepreneurship.

Keep reading and watch the video at the bottom of the page to discover Claudia de la Riva’s experience and key learnings.

For those who don’t know you yet, how would you introduce yourself? Who is Claudia de la Riva beyond the headlines?

I’m someone who is passionate about building, supporting, and learning. A mother, with an entrepreneurial DNA, committed to driving projects that generate a positive impact on society. I love surrounding myself with people who inspire me, and I firmly believe it’s possible to build businesses with purpose without giving up ambition—always focusing on the human and social value of what we create. I’m currently in a more reflective stage, prioritizing meaningful projects with a long-term sustainability vision.

When did you realize you wanted to become an entrepreneur? Was there a particular experience that shaped that path?

My journey into entrepreneurship wasn’t a single revelation, but rather a natural process. From a young age, I felt I was more productive working for myself than for others, and I often thought that “they didn’t understand me.” I’ve always felt the urge to change what wasn’t working and to imagine new ways of doing things. But it was motherhood that truly ignited the spark: needs became more real and urgent, and I felt the strength to create solutions based on my own experience. That’s when I understood that entrepreneurship was, for me, the most powerful way to transform my surroundings.

You’ve led OCRE, Nannyfy, and now Apolo Kids. What key learnings have these projects left you, and how have they shaped your leadership style?

Each stage has taught me something different, and I believe that’s what it’s all about. With OCRE, I learned how to start from scratch, trust my intuition, and manage failure—which never truly disappears and must be handled wisely. It was a phase of pure learning, with constant uncertainty.

Nannyfy represented significant growth, high visibility, and also pressure. It taught me how to lead through crises, remain flexible, and build resilience to sustain both the project and the team under adverse conditions.

Apolo Kids represents a more mature, reflective, solid stage—deeply connected to my purpose. Today, I approach entrepreneurship with the awareness that it’s not just about scaling, but about building something meaningful that leaves a real impact. I feel deeply aligned with this project and experience it as a privilege: waking up every morning to work on something I’m truly passionate about.

Closing or selling a project is never easy. How did you navigate the transition from OCRE to Nannyfy, and what would you recommend to those considering selling their startup or starting a new cycle?

Closing or selling a project is a form of grief, but it can also be liberating if you know how to recognize when it’s time to stop. The transition from OCRE to Nannyfy was easier than the one from Nannyfy to Apolo Kids, as the latter coincided with a particularly difficult period: cash-flow issues that forced us to restructure the team and make tough decisions. It wasn’t because the project stopped making sense or stopped working—it was still generating revenue—but because we couldn’t sustain the operational structure with the resources available.

In those moments, what kept me afloat was trust: trust in the project and in myself. I set clear goals within specific timeframes to see how far I could go, while managing daily challenges such as internal conflicts and the pressure of uncertainty. With perspective, I now understand that faith in what you do and in your own capabilities is essential. I kept telling myself: “I’m going to give it everything; if it doesn’t work, it won’t be because I didn’t try.”

In the end, we secured funding and the support of many people who believed in me and in the project, which allowed us to move forward. Today I know that these experiences teach you that things happen for a reason. It may sound like a cliché, but it’s true: every fall prepares you for what comes next.

My advice to anyone at that crossroads: embrace the learning, trust yourself and your purpose, and understand that entrepreneurship is a roller coaster. Allow yourself to close a chapter without guilt, with gratitude, and listen to what your body and mind are telling you. Sometimes, letting go is what allows you to start again with greater clarity and strength.

You launch Nannyfy and the pandemic hits. How did you manage that critical moment, and what did you learn about leadership and adapting to change?

It was one of the most challenging moments of my professional life. Within days, we had to pivot completely—from offering in-person services to becoming an online educational platform. It wasn’t easy, but the team came together, and that unity was key to moving forward.

I learned that leadership means staying calm when everything is shaking, and that a clear, shared vision can carry you through a lot. I take away a powerful lesson in adaptability, but also the understanding that when purpose is genuine, it becomes a powerful anchor.

Purpose-driven entrepreneurship requires balancing impact and growth. What advice would you give to build scalable startups without losing their mission?

It’s a delicate balance. My advice is to define your purpose with absolute clarity from the very beginning, along with priorities and goals. That purpose must become the compass guiding every decision. There will be times when the market, investors, or even your own team push to scale at the expense of the mission—and that’s when you shouldn’t give in. If a change in direction arises, it’s crucial to understand the real reason behind it before accepting it.

What fears or barriers did you face along the way?

In my case, the biggest fear was not being understood or being perceived as “less ambitious” for prioritizing impact over growth. That perception carries weight, but over time I learned that coherence and courage are essential. Today, I’m convinced it’s possible to scale without giving up the soul of a project. It requires firmness, clarity, and a great deal of resilience—but when purpose is clearly defined, it becomes your strongest anchor.

How has the role of women founders evolved within Spain’s startup ecosystem?

There has been progress, but there is still a long way to go. More women are leading startups today, but we remain underrepresented in investment, strategic decision-making, and visibility.

To accelerate equality, it’s essential to promote female role models, facilitate access to funding through a gender perspective, and foster real support networks. Encouraging shared responsibility within the family environment is also key—because without equality at home, it’s extremely difficult to sustain an ambitious entrepreneurial career.

Additionally, we must not overlook education from an early age. Empowering, informing, and breaking down persistent stereotypes is crucial. Only then can we achieve a more diverse and fair ecosystem.

In impact- and purpose-driven projects—especially in sectors such as childhood, education, or care—what role do public–private partnerships play in scaling?

Public–private partnerships are essential for scaling a project sustainably. In sectors like childhood or education, institutional support is key to reaching more people and legitimizing social impact.

From my experience, initiatives such as Plataforma ONE are vital, as they provide visibility, foster connections, and build community. Purpose-driven entrepreneurship can be lonely, and having an ecosystem that supports you, amplifies your voice, and creates real connections truly makes the difference.