HOW I MANAGE
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 section consolidates a KPI architecture, definitions, and thresholds. Its purpose is to show that the same control logic was adapted to four different business models.
