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Thank you to the 1646 leaders who’ve generously done the 7 questions! I hope reading 7 Questions with

Enrique Presburger

helps you in your leadership.

Enrique Presburger

Enrique Presburger

Name: Enrique Presburger

Title: CEO

Organisation: Factor Exprés SAPI de CV SOFOM ENR

Enrique Presburger holds a double master’s degree in finance from the ITESM in Mexico and the Universitad Pompeu Fabra in Barcelona. He holds a PhD degree in Public Policy from Universidad Anahuac in México City, summa cum laude Enrique is a published author of several bestsellers about financial inclusion and growth in developing countries, and a self-created multivariable model for predicting remittances and migration in north America.

Enrique is the CEO of Factor Exprés, a non-bank financial institution specialized in working capital and tailor-made credits for SME’s. Factor Exprés develops FinTech risk models for analyzing companies and has been awarded for its social impact in the country. Factor Exprés is a public company trading debt in the Mexican Stock Market (

Enrique is also the fund manager for Retech, a Private Equity firm specialized on investments in Israeli Start-Ups along with Mexican Real State as a hedging strategy. He has also a Crypto Currency fund with a patented trading model. Dr. Presburger is also an independent board member for several companies, and an Industry Advisor for Advent International.

Enrique serves as the National President for the National Non-Bank Financial Institutions in Mexico (ASOFOM), and also as President for EO (Entrepreneurs Organization), the biggest entrepreneurial organization in the world, for the Mexico City Chapter Enrique Presburger has become a financial influencer in México, writing for more than 7 magazines and specialized business media, including his own paid TV and media streaming show for Mundo Ejecutivo TV (Factor Económico). (

1. What have you found most challenging as a leader?

Align my operating team to follow a long term vision of themselves and the company. Also, to cope along changes in the market and regulatory authorities and the need to be in a constant fight to justify the existence of our business

2. How did you become a leader? Can you please briefly tell the story?

I worked in the financial private banking industry. As everything collapsed in 2008, I needed to reinvent myself to become an entrepreneur and come out of the ashes. This is, the inevitable end of an industry, created in me the need to go out to the market. Also, I had to become independent from a "betrayal" that I had working with a family that promised me shares on a new business unit I basically created for the group. As the business grew, they backed backed down from the proposal, and I had to reinvent myself to start all over again. Emotional resilience and the need to basically keep moving in life have pushed me to become a leader

3. How do you structure your work days from waking up to going to sleep?

Exercise, shower/kids time, breakfast, phone calls, office time, meals, meetings with clients, kids time, spouse time, pending mails and messages, phone calls, friends or social hobbies.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

Loyalty is not an inherited value. No matter how much you give to a person or employee, that does not guaranty loyalty. You must assume people are not going to follow you forever, nor will be reciprocal.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Murakami's Kafka on the shore. For me, understanding cultures and mindsets is crucial and more deep than concrete western world "basic tips"

6. If you could only give one piece of advice to a young leader, what would you say to them?

Study, read, have life experiences and work with others. It not about inspiration but about life experience and always expanding yourself.

7. What is one meaningful story that comes to mind from your time as a leader, so far?

One time I included the cleaning lady in our strategy summit. Beyond the content, having her there was a message for the rest on how we value our people and culture.

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