Quick summary of my route as strategic product and deal leadership in LATAM
With over 20 years of experience evolving from hands-on UX design to high-stakes business development, I bridge the gap between complex technical product roadmaps and multi-million-dollar commercial success. I specialize in scaling technology revenue across Latin America by transforming user needs and regional complexities into scalable, profitable IT solutions.
The intersection of user empathy and commercial strategy is a rare space in the technology industry.
Most Business Development leaders excel at negotiating contracts but struggle to understand the technical and User Experience realities of the products they are selling. conversely, many product and design leaders create beautiful, user-centric solutions but lack the commercial acumen to navigate complex enterprise procurement processes.
My career has been defined by a deliberate and continuous evolution to master both sides of this equation.
Today, as a strategic product and deal leader, I leverage my deep roots in user experience and solutions architecture to drive high-stakes RFx execution, scale technology revenue, and build commercial-product synergy across the diverse and complex markets of Latin America.
The foundation: learning to see through the user’s eyes
My journey in the technology sector began over two decades ago, long before the current buzzwords of agile transformation and digital disruption became industry standards. Starting my career in 1999 at JuvenileMedia and subsequently moving through roles at Web Conexion, TODO1 services, and Banco Pichincha,
I was immersed in the early days of web design and user experience. during this period, the digital landscape was raw and experimental. my primary focus was on creating interfaces that made sense to the end user.
Working as a senior web designer and UX designer in the financial and digital services sectors taught me a fundamental lesson that still drives my strategic approach today:
Technology is only as valuable as its adoption by the end user.
At Banco Pichincha and TODO1 services, I learned that in the banking and finance sectors, trust and usability are inextricably linked. If a digital platform is confusing, users abandon it, and the business loses revenue. This early, hands-on experience in crafting user-centered experiences instilled in me a deep, unwavering empathy for the customer.
I learned to look at every technical requirement, every line of code, and every system architecture through the lens of the human being sitting on the other side of the screen.
This user-centric foundation became the bedrock upon which my entire career would be built, ensuring that no matter how high-level my strategic role became, the end-user experience would always remain at the core of my decision-making.
The evolution: bridging the gap between product architecture and business goals
As the technology landscape matured, so did my role within it. I realized that designing a great user interface was only half the battle; the underlying systems and architectures had to be robust, scalable, and aligned with broader business objectives. This realization drove my transition from pure UX design into solutions architecture and product ownership. During my tenure at companies like PlusProjects, Cobiscorp, and my earlier years at Tata Consultancy Services (TCS), I took on roles such as senior solutions architect, subject matter expert, business analyst, and product owner.
This transitional phase was critical to my professional development. As a solutions architect and product owner, I was no longer just focused on the front-end experience; I was responsible for translating complex business requirements into technical realities. I had to sit at the table with engineering teams to discuss system limitations, and then sit with business stakeholders to manage their expectations. I learned how to map user stories, prioritize backlogs, and define minimum viable products (MVPs) that could deliver immediate value while laying the groundwork for future scalability.
It was during this time that I began to see the friction that often exists between what the market wants, what the product team can build, and what the sales team is promising. i saw brilliant products fail because they were not commercially viable, and I saw lucrative contracts signed for products that were technically impossible to deliver within the promised SLAs.
This disconnect sparked a pivotal shift in my career trajectory. i realized that to truly drive impact, i needed to move upstream. i needed to be involved not just in how the product was built, but in how it was positioned, sold, and contracted. i needed to become the bridge between the product room and the boardroom.
The commercial pivot: mastering high-stakes deal execution and RFx leadership
in 2019, I made the definitive pivot into business development, taking on the role of business development manager for LATAM at TCS. This marked the culmination of my previous experiences, combining my deep technical and product knowledge with a newfound focus on commercial strategy and revenue growth.
My mandate was clear: represent the customer, provide expert advice on product and service development, and foster growth across diverse market segments, including banking, retail, and telecommunications in Mexico, Colombia, Ecuador, Peru, Chile, Argentina, and Brazil.
Stepping into this role meant entering the high-stakes world of enterprise IT procurement. my core expertise quickly became centered around complex deal execution, specifically leading end-to-end RFI, RFQ, and RFP processes for top regional brands. Securing multi-million-dollar contracts in the financial and public sectors is not simply about having the best technical solution; it is about navigating a labyrinth of regulatory, legal, and operational challenges.
My background in product and architecture gives me a distinct advantage in these negotiations.
When I sit across from C-level executives and board members, I can confidently navigate complex legal clauses, enterprise security requirements, and stringent SLA negotiations regarding uptime, response times, and penalties. Because I understand the technical realities of what we are promising, I can mitigate operational and legal risks, ensuring 100% on-time delivery and protecting the company from overpromising.
Furthermore, in today’s regulatory environment, navigating government mandates, data sovereignty laws, and local policies is critical. my ability to understand these regional complexities and translate them into compliant, secure technical proposals has been instrumental in closing massive deals across the region.
I don’t just sell a product; I engineer a commercially viable, legally sound, and technically feasible partnership.
The methodology: driving commercial-product synergy and agile growth
Winning the deal is only the beginning; delivering on the promise is where true business-led growth happens. My unique value proposition lies in what I call commercial-product synergy. Because I have been a product owner, a solutions architect, and a UX designer, I know how to translate client objectives and complex requests into actionable, agile product roadmaps.
When we secure a new enterprise client, the immediate challenge is accelerating time-to-market without sacrificing quality. by leveraging my deep understanding of user story mapping and MVP efficiency, I have been able to accelerate time-to-market by 20% for our solutions.
This agility directly translates to a 15% boost in user adoption for solutions serving millions of banking and finance users. we are not just delivering software; we are delivering solutions that users actually want and know how to use, because the commercial strategy was informed by user-centric design principles from day one.
Furthermore, I focus heavily on operational efficiency and business-led growth.
One of my proudest achievements in this regard was reducing customer request resolution times by 30%. This was achieved by streamlining proof of concept (POC) development and execution. By building high-performing, cross-functional teams focused on rapid prototyping and agile execution, we were able to validate solutions faster, address client pain points more efficiently, and ultimately scale revenue over a sustained six-year period. My approach ensures that the sales process and the product development process are not siloed, but are working in lockstep to drive continuous value for the client and the bottom line for the company.
The LATAM perspective: navigating regional complexities and cross-border expansion
Scaling technology revenue in Latin America requires a nuanced, localized approach. LATAM is not a monolith; it is a vibrant, complex mosaic of over 10 distinct countries, each with its own regulatory frameworks, cultural business norms, and economic realities. Driving cross-functional teams across product, sales, legal, engineering, and operations in countries like Mexico, Colombia, Ecuador, Peru, Chile, Argentina, and Brazil requires more than just a good strategy;
It requires deep regional empathy and stakeholder alignment.
My role has required me to drive this cross-functional alignment, ensuring that a solution designed for the Mexican banking sector is appropriately adapted for the regulatory and cultural nuances of the Brazilian or Colombian markets. I have forged strong connections with C-level executives by facilitating and leading face-to-face meetings, understanding that in LATAM, business is deeply relational.
Trust is built in person, and maintaining strong partner ties is just as important as the initial contract negotiation.
By conducting thorough market research and pinpointing gaps, I spearhead strategic initiatives to identify new markets and opportunities. I actively participate in proposal creation, highlighting value propositions and key differentiators that resonate specifically with the regional context. Whether it is navigating the specific data sovereignty laws in Brazil or the unique financial compliance mandates in the Andean region, my ability to lead these cross-border expansions has been a cornerstone of my success in scaling revenue across the continent.
Looking forward: continuous learning and the future of tech leadership
The technology landscape evolves at a breakneck pace, and resting on past achievements is not an option.
My commitment to continuous learning is reflected in my diverse educational background and certifications, ranging from Scrum Developer Certified (SDCT) and cloud computing to digital marketing and Design Thinking. I recently completed certifications in accelerating career growth with personal branding and productivity in the digital era, reflecting my belief that leadership is as much about personal evolution as it is about technical mastery.
As I look to the future, my goal remains focused on managing business opportunities, positioning global IT firms to capitalize on emerging trends, and delivering high-quality services that exceed client expectations. I am passionate about mentoring the next generation of product and business leaders, teaching them that the most successful deals are won when technical feasibility, user desirability, and commercial viability are perfectly aligned.
My journey from a web designer in Quito, Ecuador to a strategic deal leader scaling revenue across Latin America has been driven by a single, unifying philosophy:
Technology must serve people, and business strategy must serve the technology’s potential.
By bridging the gap between user-centric design and high-stakes commercial execution, I continue to transform complex regional challenges into scalable, profitable, and impactful IT solutions. I am always open to connecting with forward-thinking leaders, partners, and organizations ready to tackle the next big challenge in the LATAM technology market.