Growth & Transformation Executive
Built from the ground.
+20 years building, scaling, and transforming businesses: from startup to system, with strategic judgment, field execution, and team leadership.
Fintech · Consumer goods · Retail & eCommerce · Buenos Aires · LATAM / Global
+20 years
building and scaling businesses since 2002
1M+
orders delivered at TaDa, across 23 cities
20x
brand value at Patagonia, with 25 owned stores and 30 franchises
22x
TPV growth in INI’s first year, in Argentina and Mexico
The journey at a glance
2024 — present · INI · Fintech transformation
2020 — 2024 · Appbar / TaDa · Omnichannel scale
2016 — 2024 · Patagonia · Consumer ecosystems
2002 — 2016 · Los García · Venture building
2024 — 2025 · CONAMER / ShopGallery · Opportunity design
2024 — 2025 · Vessel Gin · GTM discipline
360 view · How I add value · Management metrics · Contact
2024 — PRESENT · FRACTIONAL DIRECTOR · FINTECH TRANSFORMATION
INI
From commercial network to B2B fintech infrastructure within the Coca-Cola ecosystem, and enterprise B2B clients.
Transferable capability · Orchestrating complex commercial ecosystems and turning adoption into usage, performance, and measurable growth.
Scaling a B2B network
Activating merchants, aligning stakeholders, and building operational trust within a regional network.
From pilots to regional system
Onboarding, TPV tracking, business dashboards, and bottler coordination in Argentina and Mexico.
Data to execute better
TPV, CAC, net revenue, recurrence, forecast, and payback as a common language to decide in short cycles.
Trust is infrastructure
In B2B, adoption is not forced by the product: it is built through clarity, support, incentives, and real presence at the point of sale.
Fintech transformation does not happen on the dashboard; it happens when merchants trust and use it again.
22x TPV growth · Y1 · 3,580 merchants · Y1 · Targets exceeded · Y1 · 2 markets · Andina + FEMSA
2020 — 2024 · OMNICHANNEL SCALE · AB INBEV
Appbar / TaDa
From beverage app to omnichannel ecosystem: digital adoption, urban operations, media, partnerships, and monetization at scale.
Transferable capability · Turning channels, partnerships, and operations into adoption, frequency, and monetization.
Creating habit in a new category
Establishing a new way of buying cold beverages, with a simple promise, reliable logistics, and urban recall.
From Appbar to TaDa
From beverage app to DTC platform, integrating dark stores, pricing, revenue management, CRM, campaigns, experience, and operations.
Omnichannel as a growth engine
OOH, performance, app, paid media, partnerships, and logistics working as loops of acquisition, frequency, and repeat purchase.
The channel is not the destination
Every touchpoint must accelerate adoption, build trust, and improve business economics.
Brands become platforms when they connect desire, moment, channel, and availability.
1M+ orders delivered · 200K+ active users · 33% online beer share · 23 cities · 25 dark stores
2016 — 2024 · CONSUMER ECOSYSTEMS · AB INBEV
Patagonia
From venue to destination. Founder learning became a system: experience, culture, network, and scalable expansion.
Transferable capability · Designing experience ecosystems that can scale without losing identity. A genuine brand ultimately has a positive impact across its entire ecosystem.
Turning distance into destination
Opening a brewery at kilometer 24 in Bariloche was not just opening a point of sale: it was building a category through experience.
Scale began in the details
Light, music, flow, temperature, foam, and moment. Experience was not decoration: it was the expanded product.
Driving change from within
Transformation is not won by being right; it is won through timing, allies, patience, evidence, and field execution.
Solar System Strategy
Iconic suns that radiate brand and culture, and lightweight planets (refuges, beergardens) that orbit, amplify, and connect.
Innovation is not declared. It is practiced.
20x brand value · 25 owned stores · 30 franchises · +100% YoY revenue
2002 — 2016 · VENTURE BUILDING · FOUNDER
Los García
A founder forged in the 2001 crisis who built a business and a team from scratch.
Transferable capability · Building under pressure, earning customer loyalty, and sustaining teams.
A founder forged in crisis
Building a business and a team from scratch in a context of extreme uncertainty, with limited resources.
From a minimal kitchen to omnichannel
Restaurant, premium catering, delivery, gourmet products, events, and a proprietary eCommerce platform in 2009.
The lowest point also built judgment
An aggressive takeover attempt nearly destroyed the business. The decision was to preserve trust and honor every obligation.
Brand as anchor and sail
Loyal customers, motivated teams, and committed people are the strongest guarantee for overcoming shocks.
Epic stories do not pay suppliers.
~USD 1M annual revenue 2006 · 40 people led · 100+ events per month · +85% NPS
2024 — 2025 · OPPORTUNITY DESIGN
CONAMER / ShopGallery
Design and validation of regional opportunities: logistics hub, travel retail, physical/digital marketplace, and investment criteria for LATAM expansion.
Transferable capability · Turning ambiguous opportunities into clear decisions: what to validate, where to invest, how to scale, and when not to move forward.
Separating intuition from opportunity
Validating whether the operational, commercial, and economic conditions exist to build a replicable model.
Mapping the system before executing
Supply chain, passenger and cargo flows, retail, partners, pricing, margins, and operations.
Hub + retail + marketplace
Connecting infrastructure, traffic, commercial proposition, and field execution into a validation roadmap with investment logic.
Knowing when to pause
Validating assumptions, sizing risks, and deciding with evidence before scaling.
An opportunity becomes a business when it connects flow, proposition, operations, and monetization.
2024 — 2025 · GTM DISCIPLINE
Vessel Gin
End-to-end go-to-market work for a premium gin brand, and the final decision not to move forward.
Transferable capability · Designing the strategy and having the judgment to stop.
A premium brand from scratch
Competitive territory, value proposition, visual identity, narrative, pricing, channels, and commercial levers.
Full GTM
Positioning, social media, commercial architecture, communication pillars, cross-selling and up-selling levers, and competitive analysis.
Not moving forward is also a decision
The opportunity did not justify the execution risk at that moment. The recommendation was to preserve resources and not launch.
The value was not only in designing the launch, but in generating enough evidence to decide not to pursue it.
JOURNEY SYNTHESIS
A 360 view to build growth.
The journey is not a sum of industries. It is an architecture of transferable capabilities: founder/operator, retail and franchises, DTC/eCommerce, B2B fintech, premium brand GTM, and new business.
How I add value
The recurring pattern is not an industry. It is a way of building.
Strategic judgment
To read context, business, P&L, unit economics, and opportunity; decide where to grow, where to protect profitability, and when not to move forward.
Field execution
To translate strategy into operations, teams, partners, customers, and measurable results, without losing contact with day-to-day reality.
Human leadership
To build trust, work with very different people, and sustain teams in contexts of change, pressure, and continuous learning.
AB InBev · Patagonia · TaDa · Coca-Cola Andina · FEMSA · Los García
APPENDIX · MANAGEMENT METRICS
One management system. Four business models.
I manage from the outside in. At the macro level, I define the rules of the business: I read the stage —startup, retail, digital scale, or B2B network—, establish the logic of value creation and capture, and decide where to compete for growth and where to protect profitability, always anchored in the P&L. At the micro level, I translate it into the metrics that govern daily execution. Marketing is not decoration: it is the lever that makes value visible and capturable.
Macro · Business rules
Reading the stage, value logic, growth vs. profitability, and scenarios — anchored in the P&L.
Micro · Operating metrics
Acquisition, activation, retention, experience, unit economics, and operations that govern execution.
Marketing · The translator
The tool that translates the system into market-legible value: demand, brand, conversion, and pricing power.
Omnichannel mastery · KPI families by model
The same ten KPI families run across all four models. They are not isolated metrics for each business: they are one control logic —scale, acquisition, activation, retention, experience, unit economics, operations, people, expansion, and data— adapted to each stage of the ecosystem, from startup to B2B network.
| KPI family | Los García Startup | Patagonia Retail · Franch. | TaDa eComm · App | INI Fintech B2B |
|---|---|---|---|---|
| Scale / coverage Customers, territories, POCs, or merchants the model can serve. | ● | ● | ● | ● |
| Acquisition How new demand or new merchants enter the system. | ● | ◐ | ● | ● |
| Activation The metric that proves the user, merchant, or store begins to use the model. | ● | ● | ● | ● |
| Retention / recurrence Repeat purchase, visits, L30 activity, TRR, or frequency. | ● | ● | ● | ● |
| Experience / NPS Customer, merchant, or franchisee satisfaction; perceived quality. | ● | ● | ● | ● |
| Unit economics Margin, EBITDA, contribution per order / POC / merchant, and payback. | ● | ● | ● | ● |
| Operations / SLA Delivery, service, availability, maintenance, fill rate, or audits. | ● | ● | ● | ● |
| People / capability Team capability, training, ownership, and repeatable execution. | ● | ● | ◐ | ● |
| Expansion / replicability How the model scales without losing control: franchises, zones, cities, networks. | ● | ● | ● | ● |
| Data / control loop Ability to turn operations into actionable data. | ◐ | ● | ● | ● |
The judgment behind each model
Los García · Venture building
Validate, build, scale, and prepare investment: opportunity size, MVP and milestones, gross margin and EBITDA, burn, runway, and payback.
Patagonia · Consumer ecosystems
Standards, productivity, experience, and replicable expansion: NR and EBITDA per POC, labor productivity, food cost and shrink, audits and franchising.
TaDa · Omnichannel scale
Scaling adoption and efficiency in motion: coverage, activation and first order, L30 retention, and last-mile unit economics.
INI · Fintech transformation
Payments, merchant experience, and profitable growth: merchant acquisition, time to first TPV, recurring volume, and forecast accuracy.
Judgment note · This appendix consolidates a KPI architecture, definitions, and thresholds. Its purpose is to show that the same control logic was adapted to four different business models.
