My story is part of what I bring to the table.

The early years taught me the business from the ground up: customers, brands, distribution networks, sales, and execution.

 

That was where I laid the foundations of my career and discovered an industry that would stay with me for nearly three decades.

My first chapter at Toyota marked a significant shift in how I understood business and leadership.

 

Over eight years, I immersed myself in a business culture that values discipline, continuous improvement, respect for people, and results that endure over time.

 

International experience broadened that perspective. Japan introduced me to a profoundly different culture and allowed me to discover other ways of working, building relationships, and making decisions.

 

It was also there, on March 11, 2011, that I lived through the most powerful earthquake ever recorded in Japan.

 

An experience that, many years later, would take on an entirely different meaning in my life.

After my first chapter at Toyota, the move to Derco represented my first major step into executive responsibility.

 

In an entrepreneurial, multibrand environment, I learned to move quickly, lead teams, and experience much more directly the connection between decisions, people, and results.

 

My subsequent return to Toyota opened a new chapter of growth. Over the next seven years, I combined senior responsibilities in the automotive and financial services industries, broadening my commercial, financial, and leadership experience.

 

It also gave me the opportunity to become CEO of MAF, a responsibility that deepened my understanding of what it means to run a business, build teams, and answer for its results.

 

Two different business environments and complementary experiences that broadened my perspective and profoundly shaped the way I lead.

General Motors brought together many of my earlier experiences and took them to another scale.

 

In Colombia, I took on leadership responsibilities in one of Chevrolet’s most important markets in the region and navigated the pandemic alongside the team: an extraordinary period of operational and human uncertainty that reinforced for me the value of staying close, communicating, and remaining calm when no one has all the answers.

 

In Argentina, the challenge was different. Leading in an environment of intense macroeconomic and political volatility meant making complex decisions constantly while building relationships, credibility, and a team in a new country and culture.

 

Finally, responsibility for several South American markets expanded the scale and complexity once again: large businesses, diverse teams, and a matrix structure connected with regional and global organizations.

 

It was also an opportunity to lead through a profound transformation of the automotive industry, working to connect strategy with execution, local realities with regional goals, and different cultures around a shared purpose.

 

More than a succession of roles, it was a period of professional and personal growth: leading in very different contexts, building trust, bringing organizations together, and making decisions when the answers weren’t always clear.

After nearly three decades in the corporate world, I decided to open a different chapter.

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Not to move away from everything that came before, but to put it to use.

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Today, I put that experience, the relationships I’ve built, the learning, the successes, and the lessons along the way to work for leaders, organizations, and audiences following their own paths.