After earning a degree in Industrial and Systems Engineering at the Instituto Tecnológico y de Estudios Superiores de Monterrey, he got his Master in Science in the Management of Technology from the Massachusetts Institute of Technology (MIT). He also got a PhD in Strategy, from the University of North Carolina-Chapel Hill.^[6]​

He was a professor of Strategy at the Universidad Adolfo Ibáñez and founding managing director of Adolfo Ibáñez School of Management in Miami.^[7]​^[8]​

He was the founding managing director of Orkestra-Basque Institute of Competitiveness, where the name Orkestra stems from his theory of Strategic Orchestration because according to him, competitiveness needs to be “orchestrated”.^[9]​

He is a frequent contributor of CNN, in the topics of strategy, technology and innovación.^[10]​

He has advised a number of firms: Abbott Laboratories, Aon, AT&T, Baxter International, Bristol-Myers Squibb, Caterpillar, Cemex, Ernst & Young, IBM, Microsoft, Motorola Inc., Philips, Sony y Techint, among others.^[11]​

In February of 2004, the latinamerica edition of Harvard Business Review published his article of the Big T Paradigm – Innovar en mercados emergentes: el paradigma de la T grande,^[12]​ that years later, it was selected – by the publication – as the best article of the latin America edition.^[13]​

Ruelas-Gossi explains two types of strategies for innovation: Innovation is usually associated with the R&D department. Assumptions of equilibrium hold. Disequilibrium is seen just as a transitional stage towards a new base of alignment (equilibrium).
Knowledge embedded in the product is considered the source for the discontinuous transition stages. However, some successful organizations – mainly from emerging economies – seem to pursue not just a path of innovation around rather than through the product technology, but also, the disequilibrium – as a modus-operandi – for innovating the business-model, what he defines as the Big T Paradigm.^[14]​

Expansión magazine elicited his contributions in the field of business strategy^[15]​ He coined the concept of the strategic orchestration Orchestration in a nutshell can be explained as how Apple became the never-ending orchestrated-platform of content of millions of developers (nodes). Orchestration flips traditional strategy on its head. Rather than starts with what you control, and looks for ways to leverage it, managers begin with the opportunity and then assemble the required resources in its wake.

Strategy Orchestration happens when a firm pursues an opportunity, NOT by leveraging strategic power, and NOT by controlling all the required resources BUT by assembling and managing a network of partners (nodes).

An allocentric view allows executives to recognize and, more importantly, seize a whole range of opportunities that could only be pursued by a network rather than an individual firm, no matter how powerful. Also, Ruelas-Gossi argues that the client is unfaithful by nature, and that the firms will attract clients by building a spider web of attributes in their enhanced and neverending value proposition through empathy and emotions.^[16]​

His concept of The-Race-to-the-Top Strategy Paradigm, published at both Harvard Business Review,^[17]​ and at the Journal of International Business Insights,^[18]​ has been singled out at the Think-Tank, Center for Strategic of International Studies, in Washington D.C. as one of the more unique perspectives to impact our economic world^[19]​

• Orquestación estratégica, Harvard Business Review (2006), "Nuevas estrategias para las empresas en países emergentes".^[15]​

[[:Category:Monterrey Institute of Technology and Higher Education alumni]] [[:Category:University of North Carolina at Chapel Hill alumni]] [[:Category:Massachusetts Institute of Technology alumni]] [[:Category:Academic staff of Adolfo Ibáñez University]] [[:Category:Academic staff of the University of Navarra]]