1. What have you found most challenging as a CEO or executive of a large enterprise?

To understand that we are part of a holistic set of relationships that need to be balanced, the job, the professional sphere, the family, the friends, etc. All of them need attention and development, not just the job. It is very common to focus more on the company and not give the same attention to the other areas and soon or later that brings imbalance in the whole ecosystem.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

Working a lot of years for big telecommunications companies, I realize that it is important not just depend on a wage or professional rewards to have success, and being a lover of challenges I decided to be a protagonist of my life and not just a follower so I started buying and selling small businesses so I could learn the basics of being in charge and with time the challenges became bigger and more satisfying.

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

First thing just waking up I have some meditation and visualization about how I would like my day be. Later I have a good workout and a good breakfast. Next I review my agenda and have the meetings, decisions and calls needed. Next I review all my projects and decide the next steps that should be taken that day and follow through until their accomplishment. Always I try to be productive with my time and finish early so I can spend great quality time with my family in the last part of the day and always trying to sleep at least 7 hours with no previous screen time at least 1 hour before going to bed.

4. What's the most recent significant leadership lesson you've learned?

The games people play. I discovered through the Transactional Analysis how people behave in the different interactions they have and how they assume different roles depending the interaction. So understanding this roles you can be more empathetic and get a better response from people achieving more synergy.

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?

There are several books on leadership that had a profound impact on me but last year I read one that made me rethink about the power of simple things and their impact on leadership and team culture, the book is "Make Your Bed" from William H. McRaven. This jewel gives a great insight about the power of little things like starting the day with a small accomplishment, the worth of team trust and work, the courage, etc.

6. How do you build leadership capacity in a large enterprise?

Defining clear and concise objectives, and promoting that they be understood and accepted to all the parties involved.
Developing the best of all the employees so they feel appreciated, involved and challenged, every work day should be considered a new adventure. Promoting the team culture, so every person in the company feel the importance of their role in the whole organization and the impact that have their activities to all the system.

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

Sometimes you need to work for free. In the first petition we had for a free solution with a non profit organization we doubted to do it but anyway we thought it was for a worthwhile cause and it was great because due that we had a lot of recommendations and a lot of prospects understood that we were focusing on growing our community not just selling.