Experience

Sendengo

• Mexico
• Transportation, Logistics, Supply Chain and Storage
• 1 - 100 Employee

• Co-founder

  • Nov 2014 - Present

  México Sendengo.com is an On-Demand Trucking Solution that, through a Digital Freight Brokerage Platform, empowers Small Carriers and connects them with Shippers. It aims at engaging with the transportation industry through a new model that focuses in speed and availability, and, in doing so, strives to solve some of the market's most important problems. I am one of Sendengo’s founding members, who, without prior knowledge of the freight & logistics industry, created a Digital Freight… Show more Sendengo.com is an On-Demand Trucking Solution that, through a Digital Freight Brokerage Platform, empowers Small Carriers and connects them with Shippers. It aims at engaging with the transportation industry through a new model that focuses in speed and availability, and, in doing so, strives to solve some of the market's most important problems. I am one of Sendengo’s founding members, who, without prior knowledge of the freight & logistics industry, created a Digital Freight Platform from scratch (from 0 to 1 and from 1 to 10). Since its inception I was able to pivot our product, business model and value proposition multiple times; survive (and thrive in) a crisis (2020) by switching between “startup mode” and “cashflow-positive mode” (back again to “startup mode” in 2021); restructure the whole business through firing and hiring flocks of team members prioritizing culture and values over everything else; imprison “Fast and Furious-like thieves” (true story); and, of course, do all the things an owner has to do in order to create value and a successful company. Even though all founders were involved in most aspects of Sendengo (especially at the beginning), in different “eras” of the company, I lead all efforts related to the Supply side of our marketplace, from marketing, sourcing, onboarding and professionalization to the creation of our tech products, value propositions and the organizational areas and processes that supported them and allowed them to thrive. I was also part of the creation of one of the most empowering tools for our suppliers: the Financial Product, which, among other benefits, allowed them to have enough cash for them to keep their trucks in the move as much as they wanted to.

• Supply & Marketplace '

  • 2022 - Present

  Responsible for the inbound and outbound “opportunity creation”, filtering and selection, onboarding, negotiation, development and deal-closing of the supply side of the marketplace. Driven, not only by the commercial objectives, but also by yearning the understanding of the most important pains that the Supply experienced. This defined some of the most important elements of our Product Roadmap. Responsible for the creation of a growth structure that was able to scale and promote… Show more Responsible for the inbound and outbound “opportunity creation”, filtering and selection, onboarding, negotiation, development and deal-closing of the supply side of the marketplace. Driven, not only by the commercial objectives, but also by yearning the understanding of the most important pains that the Supply experienced. This defined some of the most important elements of our Product Roadmap. Responsible for the creation of a growth structure that was able to scale and promote managers within the company. This structure includes processes and tech tools that allow managers to administer their team’s funnel, improve the team’s sales technique and work in their areas of opportunity through a couching cycle and a sales development program. Responsible for the continuous development of suppliers aiming at increasing their service levels and, through multiple courses and certifications, allowing them to have access to more complex (but profitable) operations. Lead the efforts of creating our first “atomic networks”, experimenting with multiple strategies and finding the ones that yielded results the fastest vs the ones that did it most efficiently. • Decreased by 66% the average time it took to onboard each carrier by creating a scalable and predictable funnel along a sales improvement process (á la “Sales Acceleration Formula”) and by changing aspects of our business model which allowed us to increase the suppliers perceived value and decrease the frictions within their journey • Increased by 2.5X the conversion rate of Carriers through this methodology and the processes that I created, and the changes mentioned above • Increased by 2X the lifetime value of each successfully onboarded carrier through the improvement of the process with which we allocated them to different projects, the improvement its customer journey within Sendengo and the creation of the Customer Success area for our Supply

• Financial Product

  • 2021 - 2022

  Responsible for the creation of the structure, processes and product (currently not as software), that allowed us to have one of the fastest payments within the industry and to be able to provide advance payments. We were able to: • Decreased from 20 to 7 the days to payment in a sustainable way • Allowed more than 30% of our payments to have an advance of 50% • With this, our carriers were able to increase their sales between 20 to 30%

• Supply & PR

  • 2020 - 2021

  Responsible for the acquisition, development and, more importantly, retention of our Supply through a critical moment. Given that our factoring providers slowed their operations (instead of paying our submitted invoices in 2 days they started doing it in up to 4 weeks), not only did our suppliers suffered, but our payroll was almost affected by this. • Rescued and retained 70%+ of the suppliers that were working with us, even though their payments were delayed up to 60 days after sending… Show more Responsible for the acquisition, development and, more importantly, retention of our Supply through a critical moment. Given that our factoring providers slowed their operations (instead of paying our submitted invoices in 2 days they started doing it in up to 4 weeks), not only did our suppliers suffered, but our payroll was almost affected by this. • Rescued and retained 70%+ of the suppliers that were working with us, even though their payments were delayed up to 60 days after sending their invoice (from an original starting position of 20 days) • Onboarded enough suppliers to be able to substitute some of the ones that decreased operations with us (even though the “holes in the bucket” were still very big, I managed to “pour enough water” for the business not to dry out) • Managed to do this with 1/5 of the payroll from past year

• Finance & Business Operations

  • 2018 - 2019


ST Noticias

• Co-founder

  • Jan 2013 - Nov 2017

  Tabasco One of two founders of a Mexican news outlet that specialized in regional content (southeast part of Mexico). We eventually sold it to a bigger regional outlet.



Tu Conteo

• Co-Founder

  • Jan 2016 - Jul 2017

  Villahermosa y alrededores, México One of three founders that, fed up with the corruption and opaqueness of institutions and political parties, created a nonprofit startup which, using technology and independent citizens, fought for Transparency in the Mexican election processes. We created a mobile app and a platform, that allowed Mexican voters to be a decentralized “method” for documenting and spreading information about the elections in which we… Show more One of three founders that, fed up with the corruption and opaqueness of institutions and political parties, created a nonprofit startup which, using technology and independent citizens, fought for Transparency in the Mexican election processes. We created a mobile app and a platform, that allowed Mexican voters to be a decentralized “method” for documenting and spreading information about the elections in which we participated. https://elpais.com/internacional/2016/06/05/mexico/1465139580_431135.html https://www.excelsior.com.mx/comunidad/2016/06/02/1096418 https://www.vice.com/es_latam/article/yv75vb/tu-conteo-la-app-para-que-los-ciudadanos-monitoreen-el-conteo-de-votos Show less

• Growth & Finance

  • 2014 - 2017

  In the beginning, when we were <10, I oversaw the administration of the business, from payroll to offices and accounting, but more importantly, I had the first interactions and transactions with the Supply side of the business, created the first mapping of the pains, dramas and gain of Carriers, and, from then on, we were able to define the purpose of the company: to empower small carriers and change the industry. 2017 is when went from $0 USD GSV to $750K USD (with $25k USD from… Show more In the beginning, when we were <10, I oversaw the administration of the business, from payroll to offices and accounting, but more importantly, I had the first interactions and transactions with the Supply side of the business, created the first mapping of the pains, dramas and gain of Carriers, and, from then on, we were able to define the purpose of the company: to empower small carriers and change the industry. 2017 is when went from $0 USD GSV to $750K USD (with $25k USD from founders). Show less



CENDESI

• Peru
• Information Technology & Services
• 1 - 100 Employee

• Director de Desarrollo y Vinculación Institucional

  • Jan 2014 - Dec 2015

  I was the head of Sales and Operations at a corporate edtech startup that aimed at making HR development easier for big companies. We did this by creating personalized education platforms for corporations (B2B, B2E). I oversaw the 5 men operations and was in charge of hunting, project managing the development of the platforms, delivering them, managing the relationship with key accounts and solving any operational issues.



UNIR México

• Mexico
• Higher Education
• 100 - 200 Employee

• Country Manager

  • Feb 2013 - Jan 2014

  I was the vanguard for the Mexican deployment of a Spanish edtech company that aimed at making accredited education more accessible (before edtech was mainstream). We did this through the development of a tech platform and an education model that allowed people who didn’t have time or easy access to traditional means of education, to get a bachelor’s or master’s degrees (B2C). I oversaw the (literal) creation of the first offices in Mexico, the budgeting of the Mexican operation… Show more I was the vanguard for the Mexican deployment of a Spanish edtech company that aimed at making accredited education more accessible (before edtech was mainstream). We did this through the development of a tech platform and an education model that allowed people who didn’t have time or easy access to traditional means of education, to get a bachelor’s or master’s degrees (B2C). I oversaw the (literal) creation of the first offices in Mexico, the budgeting of the Mexican operation, the hiring of the first employees, the creation of the first sales team and the recruitment of the first teachers. Reported directly to Spain. Show less