Experience
Ten years.
One approach.
Every career decision I have made has followed the same logic: find the hardest available challenge, go all in, figure it out. Not because I had a plan laid out, but because I have always been certain my ceiling was higher than what I was being asked to reach. That instinct has taken me across industries, company sizes, and geographies, and the outcome has been the same every time.
That has taken me from management consulting to Peru's largest bank, from a 20-person pre-Series A startup to Peru's first neobank — and at each stop, the job was never just the job title. It was diagnosing what was broken, building the structure that didn't exist, and taking full ownership of the outcome.
Over the past decade I have operated as a generalist in the deepest sense of the word: I have run growth strategy, led geographic expansion across two countries, owned a P&L representing 50% of company revenue, built and managed teams of up to 50 people at once, and launched products from zero. I have also founded a company, invested in a SaaS startup, and joined its board. The through-line is not a function or an industry — it is a repeatable way of working: understand the unit economics, identify the real constraint, build the fix, hand it off with a system.
Acquisition was down 30% MoM when I joined. I cut paid media by 80%, restored customer incentives, and rebuilt the growth structure from first principles — establishing an acquisition → activation → retention framework that hadn't existed. Then built an outbound sales team of 12 from zero, which became 30%+ of total acquisition at 25% lower CAC than the channel average.
4× acquisition in 6 months. CAC −80% in 8 months. Trajectory: −30% → +30% MoM.
Promoted to Product Manager. Designed and launched iO's loyalty program from scratch — a three-tier system (Maestro, Experto, Aprendiz) built on customer research and partnerships. Rebuilt the economics of retention: reduced incentive spend from 2.7% to 1.35% of billing while improving every engagement metric. Managed a $20M/month billing base.
Churn: 2.2% → 1.1%. M0 activation: 60% → 80%. 30-day activation: 68% → 85%. Time to first purchase: 6 → 4 days.
During my sabbatical, I came across Aedificium — a SaaS startup digitizing the management of residential buildings, condominiums, and offices. The financials were scattered across disconnected spreadsheets with no consolidated view. I rebuilt the P&L from scratch, modeled the business, spoke to customers, sellers, and support agents, and ran full due diligence. My recommendation: this company needs capital and a proper governance structure, not just someone to execute. I invested, proposed building a board, and joined it.
Revenue grown to $250K+ ARR. Active board member.
Ran an Ironman relay (April 2024) and a marathon (May 2024). Started training open water swimming and Muay Thai. After 3.5 years of building at full intensity, the body needed recalibration as much as the head did.
Made my first crypto bets — researched fundamentals, built a position, reached +500% ROI. Enrolled in a front-end coding bootcamp and built real things with HTML, CSS, and JS. Read extensively on entrepreneurship through acquisition and search funds, and had conversations with operators and investors who had walked that path — that's what sharpened my eye when Aedificium came across my network.
Joined as one of ~25 employees. Built the entrepreneur tier model that structured all of Favo's commercial logic from scratch. Managed sales and customer experience. Built and tested the first version of the community-buy mechanic. Ran dozens of acquisition experiments and built a controlled-CAC playbook from the results — including a first bodega attempt (~10 SDRs) that we killed after diagnosing the cost structure didn't work. When growth stalled, I co-led the turnaround, the performance marketing budget, referral strategy, and overall execution. Contributed to the Series A process alongside the CFO, CEO, and CGO — financial modeling and data room.
$0 → $60M ARR in year one. LAC −30%. Activation: 11%→14% (BR), 12%→17% (PE). Series A: $27M.
Series A closed and a new COO joined. Favo entered an aggressive hiring wave — heads of Expansion, Sales, Partnerships, and Growth, most of them Brazil-based. My role: structure the incoming teams, transfer the operational playbook, and make sure institutional knowledge didn't get lost in the transition. Led strategy alignment sessions and goal checkpoints across all new function heads. Worked directly with the COO and Head of S&P in a cross-cultural context.
Sent to Brazil to lead the Campinas launch — analyzed geographic zones, assessed distribution centers, built demand and logistics models. Returned promoted to lead Peru expansion. Selected Trujillo as Favo's first city outside Lima based on structured analysis: food consumption density, smartphone and banking penetration, logistics viability. Built an 8-person team. Coordinated across Legal, Finance, Logistics, Commercial, and Marketing simultaneously.
$2M MRR in 3 months. 8-person team. 2 country launches.
Favo context pivot, from growth to profitability. I led a 7-person team to cut Brazil logistics costs. Projects: order forecasting for truck optimization, DC consolidation, pickup points, consolidated last-mile. Built per-macrozone P&L at unit economics level by entrepreneur type — a tracking structure that had never existed. CEO and COO as primary stakeholders. Brazil operations were later shut down; the infrastructure built here became the foundation for the Mayoristas work.
7-person team. Logistics: 13% → 10% (−3pp). CEO & COO stakeholders.
Took over Sales & CX (55+ people). Spent two months organizing the team and reduced CX headcount by 50%+. That audit surfaced the real problem: wholesalers receiving 15% commissions on 50% of GMV — Favo was losing money on half its revenue, and nobody had built the model to see it. I built a per-customer P&L that allocated logistics costs by SKU, drop, and distribution method. Presented to the CEO and COO: "fix it."
I was the youngest in the room by a decade when I sat with the logistics director, commercial director, and CFO to redesign the model. Called every one of the 50 major wholesalers personally. Eliminated the commission entirely, gave cost-price access instead, consolidated logistics around bigger trucks, optimized routes. Closed a financing deal that gave wholesalers +30% purchasing power. The result extended Favo's runway by over a year.
Contribution margin: −6% → +6% in 4 months. Breakeven in 2 months. Logistics: ~14% → under 6% of GMV.
Once the wholesaler business was stable, I transferred it and built the next model from scratch: direct-to-bodega fulfillment. Hired 15+ sales reps, wrote the playbook, built the SKU catalog, structured logistics operations, ran due diligence on a potential acquisition. Revenue reached $50K+ MRR in 3 months, 3,500+ bodegas onboarded. When the model hit structural limits competing against Alicorp's own distribution arm, the decision was made alongside the C-level to shut it down. Cutting the team I had built was the hardest moment of my time at Favo.
$50K+ MRR in 3 months. 3,500+ bodegas. 15+ sales reps hired.
Rebuilt entrepreneur acquisition from scratch: influencer campaigns, TikTok, paid ads, early UGC, and partnerships. Led a 15-person team. Maintained core entrepreneur growth operations throughout. Favo shut down operations in February 2024.
LAC −50%. Channels: influencers, TikTok, UGC, partnerships.
Worked as an analyst in a 2-person team alongside a senior manager, overseeing deployment of a ~$50M digital transformation program in partnership with BCG — seven work streams, four operational squads (~40 people), and access to direct reporting to the CEO. Three promotions across three years.
~$50M program. 7 work streams. ~40 people across 4 squads. CEO-level reporting.
Managed a PEN 2.3B public infrastructure investment portfolio — recovering $100M in non-payments, renegotiating $20M in deals, reducing operational costs by $550K, and delivering $2.5M in capital savings. Redesigned the compensation scheme for BCP's retail relationship managers, a model affecting thousands of bankers. Led multiple analyses on the bank's cost-to-income ratio, presented directly to the CFO.
PEN 2.3B portfolio. $100M non-payments recovered. $15M + $8M in personnel cost impact.
Led a 4-person team applying A/B testing and better call routing with proactive notification logic. Redesigned the channel to reduce inbound volume, create new outbound sales flows, and generate net new revenue.
~$500K additional MRR. ~$100K in personnel savings.
While building at BCP, I founded Simple Fitness (2019–2020) — a personalized nutrition and training startup. The premise: most people fail at diet not because of willpower, but because the guidance is too generic. Built a product people paid for; learned what building from zero actually feels like before you have resources, a team, or a playbook. Before that, I explored Wellbe (2018–2019) — accepted into Universidad del Pacífico's acceleration program, ran customer interviews, developed the concept. Didn't scale, but it was my first structured entrepreneurial test.
Built commercial models for performance tracking. Re-engaged lapsed customers through direct outreach. Launched weekly sales cadences and competitive market share analysis across the industrial division. This is where I built my first real analytical muscle — the data work that makes strategy possible: building models, tracking cohorts, understanding where revenue was coming from and where it was leaking.
$1.2M ARR recovered.
Four industry engagements across consumer goods, hospitality, construction, and mining. Built strategic plans for clients up to $300M in revenue. Contributed to a merger analysis that surfaced $2M in synergies. Presented to a partner committee as an intern — rare at the time. It was also the moment I realized that recommendations without execution weren't enough for me.
$2M synergies identified. 4 industry engagements.
How I think.
I run on data first, experience when data is inconclusive, and informed intuition as a last resort. That is not a philosophy — it is a practical constraint. Every time I have cut corners on the diagnostic, I have paid for it downstream. Every time I have stayed rigorous, the answer eventually became obvious.
I think in unit economics. Not as a finance habit — as a mental model. The question I always ask first is: does this make sense at the per-transaction level? If it does not, no amount of volume will save it. I learned that lesson at Favo when I inherited a business that was losing money on half its revenue and no one had built the model to see it clearly.
I think in systems. When I build something, I ask from the start: what does the repeatable, scalable version of this look like? That is how I operated at BCP when I designed a compensation scheme for thousands of retail bankers, at Favo when I built per-macrozone P&L tracking across entrepreneur types, and at iO when I rebuilt the full acquisition → activation → retention structure from scratch.
I have a low tolerance for delay and a high tolerance for being wrong. Moving fast and making mistakes you learn from is not recklessness — it is the only way to close the gap between hypothesis and reality. The bottleneck is rarely the decision; it is the willingness to decide without perfect information.
How I lead.
I lead from trust and high standards. Those two things are not in tension — they are the whole model. I give people real ownership from day one, stay close enough to stay honest, and far enough to let them grow. I do not micromanage. I am never absent.
I make decisions based on impact and data. I do not seek permanent consensus. I expect people to understand the reasoning behind a decision and execute with excellence — even when the work is not glamorous or visible.
A well-structured challenge — with data, context, and a better alternative — is genuinely welcome. Systematic questioning of decisions already made is not. There is a difference, and I am direct about it.
The people who thrive working with me anticipate problems before they surface, escalate early when something is at risk, and take responsibility for the outcome — not just the visible parts of their role. If something fails, someone should have seen it coming.
I do not penalize honest mistakes or public learning. I do penalize intellectual sloppiness, avoidable time waste, and shallow thinking. The standard is high because I believe in the people I work with.
I coach 1:1. I do not shame publicly. When I invest significant time in detailed feedback, it is because I see real potential — not because I am managing performance.