Supply Chain Now en Espanol
Season 3, Episode 11

La barra de la logística es muy alta. Para competir lo tienes que hacer bien y tienes que estar dispuesto a cometer errores y corregir con el compromiso de no repetirlos.

-Luis Sierra

Resumen del Episodio

En este episodio, Enrique Álvarez entrevista a Luis Sierra CEO de MasAir Cargo Airlines única empresa latinoamericana que opera en 3 continentes. Conoce la historia de cómo construyó una aerolínea de carga mexicana, los retos y las oportunidades a las que se enfrentó.

Transcripción en Español

[00:00:01] Hola. Bienvenidos a Supply Chain Now en español Transmitiendo para Latinoamérica y el mundo entero. Supply Chain Now presenta lo mejor en todo lo relacionado con la logística. Mejores prácticas, tecnologías, organizaciones, retos y oportunidades. Todo esto y más a través de las historias y experiencias de las personas que hacen de la logística la principal actividad comercial y de mayor impacto en nuestras vidas. Y ahora con ustedes, nuestro anfitrión.

[00:00:32] Muy buenas tardes y bienvenidos a otro episodio más de Supply Chain Now en español. Mi nombre es Enrique Álvarez y hoy tengo a un invitado muy especial. Muy, muy especial. Luis. ¿Qué tal? ¿Cómo estás? Buenas tardes.

[00:00:44] ¿Qué tal? Mucho gusto, Enrique. Feliz de participar y muchas gracias por la introducción a tu ya extenso auditorio.

[00:00:52] Mil. Mil gracias por participar. El placer es todo nuestro. Luis Sierra, Chief Executive Offices de más R y tiene unas. Tienes una experiencia en logística extensa y es un grato placer tenerte aquí y compartir un poco este estos minutos que tengamos juntos si quieres para Para empezar, cuéntanos un poco más de ti que cuéntanos un poco de tu infancia, de dónde eres, dónde creciste.

[00:01:17] ¿Bien, pues mira, soy mexicano, soy mexicano de nacimiento, mis padres, mis padres, ambos de descendencia española y eso me hace también portador de de la nacionalidad española, lo cual ha sido ha sido un agrado tener para para ciertas cosas y el día de hoy gracias a eso también mis hijos están pudiendo tener oportunidades en otras fronteras no? Pero mexicano, mexicano me considero y en ese sentido orgullosamente también te diría eh, mexicano, en lo que hemos podido contribuir con una empresa hoy en día 100% mexicana, en la cual he estado involucrado en mucho tiempo, pero. Pero nacido en México, criado en Ciudad de México, en esta pequeña ciudad. Sí, claro. De hoy en día calculan más de 22 millones de habitantes aquí, pero que ofrece grandes retos y grandes oportunidades. ¿Es una ciudad que no descansa, es una ciudad que que siempre requiere algo más, pero también algo te ofrece, no? Y en eso hay que tomar tanto lo bueno como lo malo, porque se pueden convertir en muy buenas oportunidades, tanto empresariales, personales y cualquier desarrollo que uno quiera hacer, hasta en situaciones altruistas. ¿Esta ciudad lo ofrece todo, no?

[00:02:55] Definitivamente. Y bueno, yo comparto tu punto de vista porque también soy chilango, como le decimos a los a los nacidos en la Ciudad de México. Y bueno, sí, es una ciudad sumamente dinámica, con muchísimas oportunidades, con muchísimos retos también y más ahorita con todo lo que estamos viviendo en el ámbito geopolítico. Pero bueno, nunca, nunca hay un momento aburrido en la Ciudad de México, siempre hay algo como una buena ciudad grande. Volviendo un poco al pasado y antes de meternos a tu carrera profesional, Luis, alguna experiencia a lo mejor que que que tuviste y nos puedas compartir, que que te impulsó un poco a ir dictando la línea que tomaste posteriormente.

[00:03:39] Creo. Creo que es justo mencionar. Yo me crié, fui, fui criado bajo los principios del Colegio Cumbres en ese entonces, con una fuerte influencia y dirección de los Legionarios de Cristo. Y lo digo en el sentido a mí, a mi me fue muy bien. Tuve un grupo de amigos extraordinarios que a la fecha tengo el honor de compartir la amistad. Cursé el Colegio Básico y la preparatoria en el Cumbres, después de de probar y también hacer mis mis audiciones por así decirlo, en en otras universidades terminé en la Universidad Anáhuac, o sea que hasta mi licenciatura que yo tengo la licenciatura de contabilidad.

[00:04:30] Contabilidad.

[00:04:31] Que sí contabilidad y que en aquella, en aquella fecha tenía una, obviamente una especie de doble doble mayor, que era la parte de contabilidad, pero fuertemente enfocada a la parte financiera, se dirigía a la carrera y en ese sentido, por lo menos a mi y a mi grupo de amigos nos fue muy bien porque tuvimos una extraordinaria generación en la cual estuvo siempre bien. Anunciada con temas como liderazgo, como temas con responsabilidad social y con temas en ese sentido valores familiares. Y estas tres cosas me han ido acompañando toda la vida y toda mi vida personal, profesional. ¿Y eso creo que independientemente de la buena o mala fama que tuvo, al menos en mi caso personal, puedo hablar positivamente de ello, no? Ya después, ya después en mí, en mi parte profesional sí tuve algunas especializaciones posteriores. De hecho, inmediatamente después de la carrera tuve un curso extendido en la Universidad de Harvard que era para ver si me quedaba en la en la maestría en el FBI, de Harvard, de Massachussets y por una razón de experiencia, un tutor en ese momento me recomendó que mi experiencia profesional, no obstante que una muy buena parte de mi carrera yo ya la combiné con trabajo a partir del, si no me equivoco, del tercer semestre. 4.º semestre yo ya trabajaba así correctamente y tuve dos trabajos y es interesante, tuve mi trabajo fijo que fue en el negocio familiar. Mi padre asociado con su hermano, trabaja en una empresa o trabajó en muchos años en una empresa familiar heredada por el abuelo que se dedicaba a la parte de repostería en el centro de Ciudad de México. Y gracias a eso creo que tengo una un perfil muy cercano al negocio familiar, al negocio estático de lo que es la comercialización y sin lugar a dudas a un comercio que se tiene que abrir el 24, o sea, todos los días.

[00:06:55] Y es una escuela, una escuela en muchos niveles. O sea mi jefe que trabajó tu abuelo y luego tu papá y seguramente tu desde que eras muy chico es un una vida era muy demandante. No tienes que estar ahí, tienes que trabajar fuerte.

[00:07:12] Así es. Y gracias a eso pude comprarme mi primer coche. Pude comprarme mis primeros viajes, hacer mis primeras cosas con con, con un sueldo que por cierto no era en ese sentido ejecutivo. Era un sueldo equivalente al puesto que yo estaba desarrollando en ese punto.

[00:07:30] ¿Oye, te acuerdas? ¿Remontando a esa época en la que estabas todavía en el negocio familiar o los ratos que tuvieras? ¿Te acuerdas de algo de que tu papá a lo mejor te hubiera dicho como recomendación profesional o profesional, algo?

[00:07:44] Mi padre. Mi padre en ese sentido, tenía un lema y él lo vivió creo que profundamente y lo vivió en su extensión, que era este en inglés. ¿Creo que es más fácil explicarlo, no? Porque es una frase bastante americana des party hard work hard. No sé si va en ese orden, no, pero. Pero era, era. Era en ese sentido muy estricto en el sentido de decir el en el tiempo que lo estés haciendo, dedícate, disfrútalo y vívelo al máximo. Y eso para él era la filosofía de la vida. Si te encuentras trabajando, hazlo bien, hazlo profundo y hazlo y vívelo intensamente. Si ya no estás trabajando y estás estudiando, estudia bien, estudia fuerte y trata de sacar el mejor rendimiento. Si te encuentras con tu familia, concéntrate bien y dedícale el tiempo que tienes que dedicarle en ese momento. ¿Y creo que esa filosofía si se inculcó y a la fecha la trato de seguir al pie de la letra en todo lo que hago, no? O sea, hay momentos para todo, pero cada uno de los momentos enfócate en lo que es ese momento en particular.

[00:08:59] Que me imagino que es un fundamento clave para un emprendedor. Me imagino que ese tipo de mentalidad te ayudó posteriormente a seguir tu carrera profesional.

[00:09:10] Sin lugar a dudas, y es algo que fue 100% formativo. Ya en mi etapa en la que yo ya empecé a combinar mi vida personal, mi vida profesional y estos primeros pasos en el sentido empresarial, fue sin lugar a dudas, algo que atesoro hoy y valoro mucho que me haya inculcado mi padre.

[00:09:31] Oye, pues bueno, gracias por compartir la historia, me imagino que este cómo es. Has de tener miles de tu familia, tu papá, abuelos, abuelos probablemente, pero remontándonos estabas acabando o estudiando contabilidad, te gradúas, tenías dos trabajos y te quedaste ahí cuando te interrumpen en la historia de tu vida, en.

[00:09:51] ¿Qué momento trabajo? ¿Fíjate que mi segundo trabajo y merece la pena porque? Porque fue un fue un trabajo muy interesante, fue un trabajo. Extremadamente formativo que era. Era un trabajo que no perseguía un unh unh unh, un sueldo. Esta compañía fue una compañía que formamos un grupo de amigos y que me invitaron. Y yo no dudé en entrar. Esto era una empresa que se llamó Generación Empresarial y generación empresarial. Fue una. Una empresa básicamente formada por hijos de líderes empresariales de. De. De un nivel profesional y familiar muy reconocidos que se encontraban en su último semestre de la carrera y que encontraron que existía un espacio para traer líderes de opinión y buscar en la juventud universitaria. También poder influenciar de manera positiva justamente en eso, en la formación de opinión y en la formación del emprendimiento o emprendedurismo que en ese entonces creíamos que se podía formar. Entonces yo acepté y fui por mucho tiempo el gerente y el director operativo de esa compañía y esta compañía había que organizar eventos corporativos, chicos para empresarios que se se pudieran enlazar con la gente joven. Y también tuvimos eventos multitudinarios para poder, con la misma intención, hacer un alcance a mucha más gente.

[00:11:41] Y esto, me imagino, era independientemente de la escuela, no era algo patrocinado o espolvoreado de ninguna manera por la escuela.

[00:11:48] No, no, no, no, no! Independiente era bien visto por la por la Universidad Anáhuac era apoyado por la Universidad Anáhuac, pero económicamente era era, era independiente.

[00:12:01] Alguna que te acuerdes alguno, algún evento que varios no, pero alguien que que.

[00:12:06] Habla de los personajes. Hubo muchos empresarios en México que abrazaron muy bien el grupo de Monterrey o alguien que participó activamente en ese sentido. Hubo empresarios en México que sin lugar a dudas contribuyeron. Y de las dos anécdotas si quieres, que me impactaron también porque porque eran en algún momento como opuestas haber traído a estos dos personajes. Pero fíjate que en primer lugar logramos traer a Ronald Reagan a México, ex presidente de los Estados Unidos, y participó y en este pues te estoy hablando de mil 991.992. Cuando sucedió esto, Ronald Reagan todavía estaba, obviamente ya era ex presidente, pero no era tan desactualizado. Era una figura vigente, un ícono no solo americano, sino un ícono de la apertura que había logrado y de la transformación que había tenido. Obviamente, Estados Unidos y traerlo a México fue, fue, fue impresionante. Y la reacción que hubo en eso creo que validó en ese concepto de una manera extraordinaria. Y poco tiempo después, si no me equivoco, fue un año después trajimos a Mijail Gorbachov.

[00:13:30] Yo fui, yo fui a esa en la Anáhuac, me parece.

[00:13:33] Así es.

[00:13:33] Yo estuve en ese, en ese evento, de hecho hace muchísimo tiempo.

[00:13:37] Así es. Entonces imagínate, pues traer los los, traer a dos personas que de alguna manera la historia los unió, la historia tuvo pasajes y tuvo este antecedente es en común, pero que de alguna manera representaban ideas, ideologías, conceptos, economías muy muy diferentes para poder hacerlo. ¿Y nosotros que queríamos era traer un líder de opinión, era traer no una influencia de opinión, sino simplemente perspectivas de por qué se había dado, cómo se había dado, etcétera Entonces esto para una persona que tenía 20 o 21 años, creo que fue una una experiencia extraordinaria, no?

[00:14:30] Y a dos de los personajes más importantes de la historia y me imagino que bueno, estoy casi seguro de que gracias a ambos en diferentes formas, pues tenemos el mundo que tenemos ahora. Pudo haber sido de dividido el mundo de diferentes maneras si no hubiera sido por estas dos cabezas, no de.

[00:14:48] Y entre estos dos grandes personajes, tres congresos internacionales en Ciudad de México, en Monterrey. Entonces eso. La verdad de las cosas que ya me me apertura de una situación que sí me marcó profesionalmente, que sí me marcó en un mundo mucho más internacional, en un mundo mucho más que había mucho más allá que el negocio familiar. Y eso influyó mucho a que mi regreso después de que este mentor, como te platiqué en la Universidad de Harvard, me dice oye, veo que tienes mucha experiencia para la edad que tienes, veo que tienes mucha inquietud, creo que si lo logras formar, formalizar aún más con una parte de un trabajo más institucional, este de entrada te entrego en este momento la carta de aceptación de lo del NBA. Y así, con esa idea, me vine acá y casualmente traté de hacer un emprendedurismo con, con, con, asociándose con mi padre y con con mi tío en ese momento. Y ese, esa empresa que formamos tenía un aspecto de lo que yo quería hacer, que era tomar la mejor parte del negocio familiar con una prespectiva de un crecimiento de unidades de venta a más tipo sucursales, a más tipo, un esquema inclusive que se podría llegar a hacer franquicia. Y ahí me dediqué los próximos prácticamente tres años de mi vida, hasta que una de las unidades del negocio no funcionaba y creo que ese fue el primer gran set back, por así decirlo. El la una gran confrontación en que no todas las ideas te funcionan por diferentes circunstancias. No creo que en ese momento haya yo tenido herramientas profesionales personales para poder hacer un adecuado postmortem de por qué sí funcionó, por qué no funcionó, qué pude haber hecho diferente y tal. ¿Pero la idea y la reubicación que te provoca 111 fracaso que te provoca un un emprendimiento no realizado, creo que te enfoca para tu siguiente etapa de una manera infinitamente diferente a que si no tiene uno ese ese proceso de de aprendizaje no?

[00:17:37] Sí, entre más batallas me imagino que más aprendes, más creces y bueno, te hace ser mejor para la para la próxima.

[00:17:44] Efectivamente, efectivamente y sin dejar de ver el mundo internacional y sin dejar de de de de de apoyar en otras iniciativas en las cual se encontraba mi padre, de manera paralela que yo empezaba a vislumbrar el cierre de una de las unidades del negocio. ¿También empiezo y empiezo o me presentan, porque así fue como se dio otra posibilidad de participar e invertir activamente en lo que ya sería la línea aérea con la que empecé a finales de 1994, que he ido transportes más de carga que se le conocía el Doing Business como como Master, no? Y así fue como empecé a apoyar como consejero en 1994 y me incorporo formalmente en enero de 1995, ya co como 1,1 con una ruta con una ruta de incorporación ya perfectamente diseñada a poder aprender el negocio y ir pasando por las diferentes áreas, como una especie de trainee que se iba formando en las áreas operativas, en las áreas comerciales, en las áreas legales y de finanzas y finalmente lograr una una gerencia en el equipo comercial comercial, la cual luego se convirtió en la dirección comercial y si no me equivoco, en 1998 y a partir de 1998, lograr la Dirección General de la compañía.

[00:19:34] ¿Oye, y no tenías ninguna ningún plan para meterte a logística? O sea, esto se va dando poco a poco. Tu interés era más los negocios del emprendimiento, pero me dijeron que hasta este momento pues bastante. Tenías una curiosidad grande o ninguno.

[00:19:49] Fíjate que que ahí la mano izquierda nuevamente de mi padre y la mano izquierda de uno de los socios que era un. ¿Quiero que se encontraba y que ya tenían este negocio de transporte de carga aérea en Sudamérica y se tenían intereses y se tenían inquietudes similares, no? A mí me gustaba el mundo internacional. Había tenido esta experiencia con la parte formativa de los congresos y de esto que te platiqué. Y por otro lado este pues veía que la aerolínea me acercaba mucho más a mis inquietudes naturales de de de crecer en este impacto internacional y global de del mundo de la aviación, que el mundo de la aviación tiene muchos casilleros y muchas aristas en las que uno se puede en ese sentido desarrollar. No.

[00:20:45] No totalmente. Y bueno, es nuevamente una industria mundial y es obviamente una industria que ha cambiado enormidad y cambia rápidamente, como el resto de la cadena de suministro y el resto de de la logística mundial. ¿Entonces empezaste nuevamente con esta parte de trainee y bueno, llegaste a liderar la empresa algún reto particular en esa época? ¿A lo mejor de la misma industria de las aerolíneas de México, algo que empezaste a ver? Oye, bueno, aquí hay una gran oportunidad o aquí pudiera haber algo de problemas en un futuro.

[00:21:19] Fíjate que hubo varios, varios, varios obstáculos que tuve, que tuve o que tuvimos que ir superando puntualmente. La primera es que venía de un negocio familiar, venía de un background de universidad que no era el transporte, que no era la logística y pero se dio una buena combinación porque con una parte formativa en la parte de finanzas de, vamos a decir del como, del back office, del hard core de de cualquier empresa como tal, combinarla con una parte infinitamente más dinámica, absolutamente dinámica, que tenía que ver con el transporte. Pero el entorno en ese entonces brindaba una serie de oportunidades que en mi caso creo que pude correctamente explotar. Y me refiero particularmente a dos cosas. La primera es que era un entorno donde la aviación se consideraba un industria estratégica, con una capacidad de inversión de extranjeros limitada, y eso ya te enfrentaba a un mundo técnico legal, de las autoridades de la competencia y todo eso en la cual tu entorno no era del todo amigable para poder hacer el crecimiento del negocio y eso, eso brinda una serie de características. Pero por otro lado, México se encontraba en plena apertura comercial, México ya había superado los primeros pasos de la incorporación del GATT, los primeros pasos que luego evolucionaron a la incorporación de la O MS en México y México.

[00:23:11] Recién había en este tercer proceso de apertura firmado un convenio de Tratado de Libre Comercio Único gigante con este con los. Con el socio más grande Estados Unidos y en ese entonces su segundo socio comercial más importante que era Canadá. Entonces el el entorno de de de oportunidad era absoluto entonces la motivación de vencer los obstáculos que te fuera brindando la competencia, la legislación, el marco legal, todo eso era era era altamente atractivo para una empresa que se estaba poniendo en el mercado más grande en ese momento regional. ¿No, no, no había otro mercado más más grande y que México tenía un entorno de hacer negocios donde en las muy buenas épocas que estamos hablando de Salinas de Gortari y de todo eso, donde la exportación era un punto neurálgico, probablemente el punto más fuerte del Tratado de Libre Comercio para México era su capacidad exportadora, no? ¿Entonces en ese entorno es donde nace la compañía y pues afortunadamente me toca colaborar en ella, no?

[00:24:30] Un momento muy importante en la historia del país. Tú hablaste un poco de Ronald Reagan y de Mijail Gorbachov. O sea, todas las economías a nivel mundial empezaban a abrirse, empezaron a abrirse. Y bueno, en ese particular caso de México, pues bueno, estaban metidos en una empresa, una aerolínea que podría realmente, como tu dices, captar toda esta oportunidad tan grande que tenían, pero al mismo tiempo pues iban a empezar a enfrentarse a competencia. Sé que nunca antes habían sentido correr, ahora la tocaste desde un punto de vista sumamente optimista, como buen emprendedor. Pero no es algo fácil porque al final de cuentas hay muchas empresas que no lo ven con ese optimismo si no lo ven con un poco de recelo e inclusive miedo de decir bueno, vamos a empezar a competir con todas las empresas de Norteamérica. No solo México es así.

[00:25:22] Efectivamente lo planteas, lo planteas muy bien así.

[00:25:25] Oye, cuéntanos. ¿Entonces ya eras el director general de la empresa después de haber pasado no solo varios años, sino por varios puestos y habías conocido a detalle la empresa y la industria que sigue en tu carrera profesional, porque de ahí todavía pasó otras dos cosas, no?

[00:25:43] Sí, fíjate que pasa también una historia que se va haciendo paralela. Estos, estos socios originales tienen, tienen, tienen una historia muy, muy, muy bonita que contar, porque los socios de origen chileno y van haciendo su propio camino también en su región, en la región de Sudamérica y evolucionan de esta compañía con la que originalmente se llamaba Faster en Chile y evolucionan y acaban siendo el grupo controlador o el Management Inc. de lo que se conocía en ese entonces con LAN Chile, que luego logran evolucionar a LAN Airlines y que años después evoluciona al grupo que hoy conocemos como LATAM Airlines Group. Y ya esta historia que empieza en el mundo carguero empieza paralelamente a crecer en el mundo pasajero. El mundo pasajero absorbe las principales decisiones, las principales inversiones y pero nunca dejan de tener de alguna manera el NDA y el NDA de de de de de la parte de carga. Y lo que intentan y lo hacen de una manera muy exitosa es que la parte carguero puede proporcionar ingresos en la parte pasajera, que se convierten de una manera en un ingreso muy muy importante. ¿Y en ese entonces algo que que como grupo, porque obviamente más ser pertenecía con pertenecía y participaba en el desarrollo de su región, en el desarrollo de de una cartera de clientes y de países a los que servíamos, participaba y nos daba mucho orgullo poder formar parte de este network, de este gran red de distribución que ya abarcaba de los Estados Unidos hasta el punto sur de Argentina o de Chile, no? Que se fue construyendo en el transcurso de estos años. Y sin embargo, en la parte de que me toca a mí desarrollar. Pues empiezan otras dificultades cuando se se unen con el grupo brasileño y forman este Latam. Y ahí la empresa tiene, tiene otras dificultades, tiene otro, tiene otra competencia por el capital de trabajo en cuanto se vuelve un grupo gigante. Y la unidad propiamente de México, en mi opinión, empieza a tener un segundo plano, un tercer plano y 1/4 plano de desarrollo.

[00:28:38] Muy fue una una transacción enorme, como dices, se volvieron la primera aerolínea de todo Sudamérica. Latinoamérica me parece combinar esas dos correcto empresas.

[00:28:50] Entiendo que durante 2012, si no me equivoco 2013 se forma eso, se forma el grupo, el grupo más grande y con una asociación de alianza también, si no me equivoco, también de One World como algo, algo muy importante para para la la la región y sucede uno. Uno de los puntos que creo que que determinan mi vida presente como más importantes en esta y es y lo pongo en una forma de un aprendizaje profesional y lo comparto. ¿Cuando uno desarrolla en uno de estos grupos existen responsabilidades directas, existen responsabilidades de línea punteada, existen en estas organizaciones? Latam Para darte una idea, llegó a tener 56.000 empleados.

[00:29:49] Si es un monstruo, sí, es una una corporación sumamente grande.

[00:29:53] Y hay responsabilidades que se se. Se quedaban en. Del mundo pasajero. Había responsabilidades del mundo de carga. Había tareas en las cuales una empresa como la nuestra cumplía funciones tanto para el mundo pasajero como para el mundo carguero. Había responsabilidades compartidas. O sea, era. Era. Se vuelven complejas las organizaciones, se vuelven complejas. Las. Las autorizaciones, etcétera, etcétera Pero uno como va viviendo todos estos cambios del día a día, va aportando en lo que puede, va haciendo sugerencias en lo que te corresponde hacerlo y sucede. En el año 2000. 2015, hacia mediados del 2015, sucede una situación administrativa muy compleja en México y está esta situación. Hay una especie de de abuso de confianza por parte de un grupo de empleados donde se contaminan con este abuso de confianza. Varias de las compañías en las cuales, de alguna manera, directa o indirecta, el Grupo Ejecutivo de México tenía de alguna manera, déjame llamarle, alguna responsabilidad por ella. Y esta responsabilidad voy a hablar por lo que a mí me corresponde, nada más que yo. Yo me acuerdo que yo tuve un después de de auditorías, auditorías forenses. Todo esto cuando ya se activa una corporación de este tamaño y yo tuve una situación en la cual, junto con mis socios y con los responsables de la de la unidad de carga y de la unidad de pasajero, y dije oigan, yo me siento muy incómodo porque pudiera parecer que yo soy juez y parte en este sentido y yo ofrecí de manera voluntaria separarme de mi cargo. Esa situación no sé si es común o no común.

[00:32:10] En mi experiencia, yo creo que no es nada común, creo que es la decisión correcta, pero creo que pocas personas lo racionalizan como tú lo estás viendo. Y al final de cuentas digo no sé, ahorita nos vas a contar el resto de cómo te fue tu experiencia, pero creo que es es muy valioso. Creo que es un tipo de liderazgo que tampoco se ve muy muy seguido.

[00:32:31] ¿Y no solo ofrecí eso, sino hice un ofrecimiento todavía que tal vez a los ojos de un de 1/3 podría decir bueno, este, este tipo está loco, no? Y dije Mira, la mejor investigación es cuando empieza por la cabeza. ¿Entonces por qué no empiezan investigándome a mí? ¿Y una vez que concluyan lo que creo que van a concluir? Porque en ese sentido, estoy seguro de mi integridad en cómo me he desarrollado profesionalmente. Ahí ya podemos determinar cuáles son los siguientes pasos. Ok. Y así es que estuve prácticamente como tomó casi un año la investigación, los primeros pasos resolver, etcétera, etcétera Pero yo ya no me encontraba asociado a la Dirección General de la compañía y esa situación ese año en particular, fue totalmente inmerso en cómo ayudar, cómo investigar, cómo corregir, cómo encontrar, por qué se dio y cómo sacar las mejores lecciones para que en esta organización multinacional no se repitiera el caso administrativamente hablando. Entonces fue difícil en el contexto personal, pero en el contexto profesional acabó siendo muy enriquecedor. Enriquecedor en cuanto a la experiencia de verlo desde un ángulo diferente, verlo desde un ángulo no ejecutivo, sino contribuyendo a ahora sí a un tema de post-mortem, ahora sí a un tema de de fortalezas y debilidades de las organizaciones. ¿Y eso creo que en ese año fue mi verdadero primer MVP que tuve en en muchos de los conceptos de la empresa, del liderazgo, de las personas, de los controles administrativos, internos y externos, de la relación con los clientes, de la relación con los diferentes stakeholders y de la parte consciente de de hacer los negocios y con quién se hacen los negocios, etcétera No?

[00:34:58] Se oye como todo un NBA. Bastante con este con y consolidado en un año que ha al haber sido bastante intenso desde el punto de vista profesional.

[00:35:10] Así es. Y la segunda elección que me llevé después de hacer esto. Ahí sí me fui con como pensando lo que era una necesidad de una de un proceso de descompresión, de estrés. De. De. De. De un refresh. Personal, profesional y familiar. El. El estrés que esto crea fue gigantesco. Lo. Lo, lo, lo. Lo que se vive en ese. En este contexto. Tomé una muy buena decisión y me inscribí al. Al. Al programa. Al día de la Universidad de Stanford. Y este. Este, este. Este curso, que es un curso intenso de poco más de tres meses, si no me equivoco. Lo que duró en el en alguna situación. Y hoy en día para mí lo lo reconozco, que verdaderamente necesitaba ese espacio personal, ese espacio, insisto, profesional y familiar para poder hacer un reset y un enfoque de mis prioridades, de mis necesidades y de mi siguiente etapa profesional. Al final de este proceso te puedo decir que uno estudia como loco.

[00:36:45] Sí, claro, me imagino.

[00:36:47] Fue algo que no me lo esperaba que fuera tan intenso en cuanto horas, experiencia, compañeros de de.

[00:36:56] Y era presencial.

[00:36:58] Luis Absolutamente presencial.

[00:36:59] Estar ahí en el campus todos los días.

[00:37:01] Instalado e instalado en los dorm ejecutivos que tiene la Universidad de Stanford. Una una maravilla en ese sentido de de curso. Separarte de tu familia en ese momento, de tu esposa, de tus hijos, después de haber vivido este proceso tan, tan complejo que yo llevaba viviendo prácticamente un año en ese sentido. Y te digo y encontrar en eso una parte profesional muy intensa y empezamos a ver conceptos que yo no tenía en mi cabeza, como este balance de la vida profesional, de la vida personal, este balance de la nutrición de la de la del ejercicio del wellness mental, del wellness físico y del wellness ejecutivo. Esta parte de la responsabilidad social de las compañías, de la responsabilidad social, de los empresarios y de los ejecutivos. Y el 4.º ángulo, que para mí fue un opener, era todo el tema del mundo, del capital que existe y que está flotando y que si se sabe utilizar, permite emprender desde pequeñas ideas hasta pequeñas empresas, hasta grandes ideas y grandes empresas, y conocer lo que era las inversiones ángeles o las inversiones semillas y luego los Private Equity Funds y luego los o sea, todo ese mundo que para mí, en mi mundo hasta ese momento empresarial no había sido requerido, no había sido estudiado, no había sido presentado como una opción. Y creo que ahí finalmente regreso con mucho más inquietudes positivas, todas ellas con las cua de las cuales me fui y hubo una decisión que creo que sí marcó un antes y un después y yo quería regresar a lo que creía en ese momento. Después de casi 20 años de experiencia en el mundo de transporte aéreo. ¿Es decir, sabes que sí me puedo seguir desarrollando si hay un espacio para mí en ese punto, pero quisiera ser un poco el dueño de mi destino, más que seguir siendo el ejecutivo de ese destino, no? Entonces ahí decidí regresar y formar 111 plan de trabajo, un plan de negocio en el cual pudiera hacer que esta unidad de México que yo. Conocía pudiera ser comprada y ese fue mi gran.

[00:40:02] Independizar, no solo tu sino la empresa, volverla.

[00:40:06] Y decir. Sabes que si hay la probabilidad de hacerlo, si hay el espacio ejecutivo que hay que hacerlo y tengo que tengo dos pequeños problemas, uno convencer que me ve, que me vendan.

[00:40:23] El otro.

[00:40:25] Y otro era conseguir el capital para hacerlo, pero no había más que esos dos.

[00:40:28] Problemas. Menos mal que nomás tenías nomás tenías dos. Convencer a un grupo multi nacional de que te lo dejaran comprar y el otro conseguir el dinero.

[00:40:38] Así es. Y así es que el año.

[00:40:40] Que porque me parece que es no solo interesante, sino creo que es clave para que tu tomaras esta nueva decisión, no es esta parte de de Standford la platicas, fue muy valiosa, fue muy importante para ti, tanto en lo personal como en lo profesional como para tu familia. ¿Tu la buscaste porque normalmente cuando uno está trabajando y con tantas presiones, normalmente no se da el tiempo de decir oye, me gustaría inscribirme acá o fue alguien a lo mejor un mentor, alguien que dijo oye Luis, checa este programa, a lo mejor te ayudaría, Te acuerdas un poco cuál fue tu motivación para irte por tres meses en un punto de tu carrera, que era con tanta presión?

[00:41:17] Sí, o sea, yo te digo que lo que yo viví en en ese año donde me separé y donde pedí que fuera auditado, pedí que se investigara este no solo mi nombre, mi familia, mi involucramiento en todo este este desastre que se hizo localmente. Alguien, alguien, una persona cercana a mi también me comentó Oye Luis, tú estás pasando por un momento complejo, un momento en que una asesoría, un coaching que te puede, te puede ayudar. Y acudí, acudí A1A1 gran amigo que ya me había asistido con sesiones de coaching al interior de la compañía, con cursos de liderazgo, con cursos de formación, efectivos de trabajo, con cursos que tratamos de ofrecer a los ejecutivos. ¿Y esta persona en alguna de las sesiones me dijo Oye, y por qué no consideras este una actualización? Tienes hoy en día el tiempo, tienes esto y a partir de ahí me sembró la idea. Claro, empecé a investigar, empecé a hacer este research de lo que podía hacer en cuanto a mis condiciones económicas para poder hacerlo, mi condición de tiempo para poder hacerlo, mi capacidad de de poder desprenderme pero al mismo tiempo estar involucrado en la compañía. Y al final encontré el programa, este programa que que. Que coincidió en tiempo y forma, costo y beneficio de una manera mágica.

[00:43:04] No vamos a poner de seguro ponemos ahí las notas y las ligas de a lo mejor este curso y otros para que la gente que nos está escuchando lo vea. Pero bueno, quería hacerte la pregunta porque a veces eso es importante. No llegas a un punto en el que aceptar la ayuda es difícil, no estás como director general de una empresa, estás en tu trabajo, ese tipo de apoyos de gente, consejeros, amigos, familiares, eso es bueno. Y creo que tú lo tomaste y te resultó bastante.

[00:43:31] Fíjate, fíjate que desde entonces y es algo que ampliamente he dicen, dicen que el puesto más solitario es el que vive, el director general, el CEO y o el chairman de una empresa. No estás tú obligado a permanentemente leer y e interpretar a tu equipo y ver que todo el mundo tenga los recursos necesarios, que todo el mundo tenga los recursos económicos o los recursos para desarrollar un proyecto o un prospecto o una idea. Pero muy poca gente, muy pocos. Ellos entienden que si tuvieran también ellos esta parte de coaching, esta parte formativa, esta parte de brainstorming constructivo con, con, con un mentor y con alguien que esté, que esté haciendo algo parecido. Y abro un paréntesis. O sea, tú sabes que yo estoy formando parte de este movimiento que se llama capitalismo consciente y una de las cosas que se me hizo atractivo hoy en día lo del capitalismo consciente, obviamente, es participar en el capítulo de México, pero cuando vi que existía un sitio Leadership Program en el. Cuál no es. No es que busques negocios per sé con este grupo, pero lo que buscas es experiencias. Lo que buscas es intercambiar experiencias. En ese sentido lo sigo recomendando que hoy en día los CIOs tienen que tener este tipo de apoyos y ojalá el board lo los viera en ese sentido y los casi los obligara a que a que a que tuvieran estos procesos de crecimiento continuo, porque no es otra cosa más que crecimiento continuo.

[00:45:34] No, no, definitivamente reditúa este. La inversión obviamente tiene un retorno positivo en cuanto a tiempo, en cuanto a salud, en cuanto entre más nos entre, más sano sea. La persona que está dirigiendo tu empresa, tu pensarías que pus mejores decisiones puede tomar, más creatividad puede tener mejores empleados, puede conseguir. Pero bueno, volviendo un poco porque me desvié un poco del tema, pero volviendo un poco a a lo que nos estabas contando, este regresas con dos mínimos problemas convencerlos de que te la vendan y conseguir dinero, pero mínimo estaba seguro de que eso es lo que querías. ¿Eso era tu siguiente objetivo en la vida?

[00:46:16] Sí, y después de este curso vengo con con. Con nuevas herramientas de algo, con, con, con nuevos conocimientos de cómo hacerlo, cómo acercarse, cómo poder formular un buen business plan, cómo formular una buena historia, cómo formular un un emprendimiento que tuviera esta serie de características que fuera uno vendible y uno uno vendible desde el aspecto que lo querías comprar y otro vendible en el aspecto que necesitabas conseguir capital para poder hacerlo. Bueno, y así empiezo esta primera etapa y meses después tengo la fortuna de de conocer un asesor local que me ayuda y que tenía experiencia para darle este inicial y formato de prospecto para podérselo presentar a propios y extraños. Poder hacer las primeras pruebas un testing de Walters Familia Friends a fondos pequeños o a fondos familiares que que que empiezan a aportar y que empiezan a enriquecer el proyecto y de manera paralela empezar a tener las primeras discusiones con la parte vendedora. Oye, creo que aquí hay una oportunidad, hay una oportunidad para ambos, hay una oportunidad de una posible venta, pero con ojalá, con una asociación. Y esa fue la primera, la primera propuesta. Asociación en el sentido comercial, claro, decir oye, yo puedo seguir proveyendo. Exacto. No hay por qué no perder las sinergias que creo desde mi evaluación. A ti te funcionan, pero creo que hay otras que te retrasan.

[00:48:15] Claro, y creo que hay otras que tu independientemente pueda seguir persiguiendo sin la necesidad de tener esta unidad de negocio que te quita foco, que te quita capital y que y que se puede resolver de una manera simple y. Y luego viene una, una, una siguiente etapa cuando abren la posibilidad de hacerlo y viene una una corriente positiva de energía, de decir ok, si se puede hacer. Obviamente bajo estas condiciones no, pero bajo estas condiciones sí. Y quiero decirte que no es lo mismo que te venda una empresa privada o una empresa pública, claro. Y la complejidad que representó que esta unidad venía o tenía algo que decir. Una empresa que cotiza en bolsa también me dio una lección. Nos dio una lección porque ya a estas alturas yo ya también había entendido que esto por sí mismo y solo no lo iba a lograr. Y empiezo en la búsqueda no sólo de socio. Busco un socio operativo que pudiera complementarse en ese aspecto y busco los socios de capital que pudieran, que pudieran hacerlo. Y finalmente, ya en el año 2018 esto toma forma. Qué bien esto toma forma y toma seriedad a poder concluirlo. Y después, como todas las negociaciones que se hacen, no se hacen, hoy estás a punto de lograrlo, pero no estás a punto.

[00:49:54] Y si algo aprendí y esta frase es que no es tan. Nada concluido hasta que lo tengas firmado. Y eso hay que dedicarle un muy buen esfuerzo. El el. Hay gente y creo que yo fui de ellos. Los que aprendimos que que realmente no puedes cantar victoria hasta que lo tienes debidamente firmado. Pero una vez firmado. Una vez que logramos esta sociedad con este socio mexicano que se llama Discover y Americas, que es un. Que es un socio que finalmente encontramos un lenguaje común, ellos ya habían estado en el mundo de la aviación. Ellos habían tenido un venture original con con con esta empresa low cost en México hoy en día muy exitosa que se llama Volaris. Luego también tuvieron otra inversión, con lo que hoy en día es el grupo de transporte terrestre más grande en México que se llama Grupo Tracción. Entonces ahí lo que encontramos fueron no solo capital, porque el capital de alguna manera sí existe. Si la oportunidad es buena y existe, si el retorno o la promesa del retorno es es interesante y si existe, si las condiciones de la sociedad son adecuadas para las dos partes. Y eso es otra cosa que hay que aprender, que esto es un negocio de ganar ganar, que no solo depende de ti, sino depende del socio capitalista y también depende de quien te está vendiendo.

[00:51:33] No hay en mi experiencia con esto, no hay una forma en que las tres partes pueda quedar uno como un grande ganador y dos grandes perdedores no existe. Entonces el ganar ganar te diría ganar, ganar, ganar. ¿Son tres partes las que tienen que estar involucradas para para que esto se haga posible, no? Y entonces, una vez que está haciendo eso, te digo la corriente positiva de poder lograrlo es muy interesante. Aunque empieza la máquina de no entra el capital fresco hasta que se firme y todo al mismo tiempo, que eso es otro aprendizaje que yo tuve. Es pues todo el pre operativo de lo que crees que se necesita y se va a hacer lo tiene uno que asumir. Entonces, las contrataciones, los sueldos, los sistemas que contratas, el capital de trabajo, pues todo lo sigue uno poniendo claro hasta hasta que entra el el, el capital fresco. Y por eso ahí es otra lección que que comparto y decir hay que tener cuidado en cuánto mide esta etapa, cuánto es tu capacidad de inversión, porque me imagino que muchísimas buenas ideas pueden naufragar en esta etapa.

[00:53:00] ¿Si, Cuántos proyectos no se quedan un poco a medias, no? Y pueden ser, como tú dices, buenas ideas, con buenos equipos, con buenos grupos. Pero bueno, si no tienes el capital necesario para sobrevivir hasta que inyectan el nuevo capital, pues no hay forma de retener a los empleados ni hacer seguir operando.

[00:53:18] Pero cuando ya hay la carta de intención, cuando ya hay.

[00:53:21] Te abren las puertas.

[00:53:22] Se te abren y pasa una cosa muy interesante y en este caso si eso.

[00:53:28] Fue todavía en el 2018 o ya se saltó.

[00:53:31] 2018.

[00:53:31] 2018, ya tenías la carta de intención, ya se abrió, ya era una en 2018, para fines prácticos ya era una realidad más.

[00:53:40] O sea, era una realidad que lo queríamos hacer. No sabíamos ambas partes ya la parte vendedora y la parte compradora comprometido a hacerla. Pero estos pequeños detalles legales, pequeños detalles corporativos de una empresa pública a una empresa privada, temas de competencia, temas de ante otros temas de. De todo esto que no lo veías o no lo habías tenido originalmente.

[00:54:07] ¿En tu país, nunca lo habías hecho en tu vida?

[00:54:09] ¿No, no, empieza, empieza en ese, en ese contexto, no? Ahora la la la, la parte buena es que el socio empieza así, ya a aportar. No, no, no, que se.

[00:54:23] ¿Alinea, se alinean los intereses, no? Ahora si ya todos, todos quieren que se deje porque ya todo el mundo está en el mismo canal, me imagino.

[00:54:31] Correcto y. Pero la aportación principal es que ya empieza a hacer una aportación constructiva sobre tu business plan, una aportación constructiva sobre el plan estratégico que tiene que tener la compañía, una aportación constructiva sobre las fortalezas y debilidades del plan original. Y ya empieza a construir algo en conjunto. Y ese construir algo en conjunto, pues. Es una asociación como tal. Claro.

[00:55:00] Y por eso buscas no solo la parte capital, sino lo mencionaste Discovery Americas, que obviamente el dinero lo tienen y tienen muchas inversiones exitosas. ¿Pero realmente quieres la experiencia de las personas que están en ese equipo? Porque al final de cuentas eso es lo que te está agregando valor más allá del dinero que el que el dinero podría ser commodity.

[00:55:22] Efectivamente, lo dices, lo dices perfectamente claro. Y así logramos.

[00:55:26] ¿Y cuando, cuando, cuando ya oficialmente firmaron todo?

[00:55:32] No, no pudimos arrancar en mayo, por por, por. Por estas circunstancias que se fueron dando nuevos tropiezos. Pero finalmente, el último día de noviembre de 31 de noviembre del año 2018, logramos hacer el.

[00:55:47] Justo a tiempo para que te cayera la pandemia.

[00:55:49] Entonces ella ya ya estaba buscando.

[00:55:53] El siguiente reto. Luego, luego, inmediatamente después de que.

[00:55:56] Bueno, pues todo el 1 de diciembre, el 1 de diciembre del año 2018 arranca la la la nueva más la nueva, la nueva, la nueva Mauser y arranca, arranca, felicidades. Y fíjate que arranca con una, con una condición Y después de tantos.

[00:56:18] Años para dimensionar un poco, tenían cuántos aviones en esa época arranca con cuantos.

[00:56:23] ¿Nosotros tomamos la empresa en diciembre del 2018 con la siguiente unidad de negocio uno solo había un carguero Way Body, 1767 300 carguero con 91 empleados con seis rutas regulares del negocio y con una una buena marca, un un branding reconocido en la región, en la región del del oeste de los Estados Unidos, de la parte Este, en la parte latinoamericana de Miami, que también operamos en Colombia, en Ecuador y básicamente algo en Centroamérica, no? Y así arranca. O sea, arranca con una unidad francamente pequeña, con un presupuesto para el año 2019 cercano a los 37, 39 millones de dólares de venta, lo que se pretendía vender en el en el año 2019. Y con eso arrancamos. ¿Con qué no arrancamos? Y eso también es otra lección que hay que tener en estos procesos, cuando las compañías dependen de un de una compañía, un Mother SIP o un Parent Company que te provee muchas otras cosas que no son necesariamente capital, pero compartes sistemas, compartes infraestructuras, backoffice, etcétera El día que ya no están, pues es equivalente a que te quitan un gran paraguas o un gran techo. Y hay que hacerlo. Y la verdad, las cosas es que no sabes lo desnudo que te encuentras en el mundo hasta que te enfrentas a esa, a esa situación interesante.

[00:58:28] ¿No me imagino que haber sido para ti y para todo tu equipo, no solo emocionante lograrlo, pero bueno, ver un poco la progresión y estamos cerrando un poco la entrevista, pero en algún momento te voy a preguntar y ahora cómo van? ¿Porque es es impresionante lo que han logrado hacer trabajando en equipo con una cultura como la que tienen y con un liderazgo y un apoyo como el que tienen ustedes, ha sido hacia una historia de éxito muy buena, no?

[00:58:56] Lo que sí queríamos hacer y lo que creo que nos ayudó mucho. Y este es un que el setup de objetivos que habíamos hecho a través de este nosotros le llamamos el el el el, el plan estratégico de cinco años. ¿Es decir, oye, qué podemos definir claramente y de manera muy comprensible para toda la organización en donde queremos llevar la organización al 20, 20, 23 y una vez que queremos ya seamos esos objetivos de crecimiento, de expansión, de huella comercial, de qué tipo de negocios queríamos hacer y qué tipo de negocios no queríamos seguir haciendo? Fue fue relativamente importante para que la gente con la que empezamos podernos orientar y por la gente que estábamos buscando en el mercado, atraer talento y poder invitarlos a que se unieran al proyecto. Decir esto es lo que queremos que tú hagas. Esto es lo que queremos que tú contribuyas.

[01:00:00] Tienes que saber claramente hacia dónde vas. Si no.

[01:00:02] Así es. Y en ese contexto, efectivamente no fue difícil. No fue fácil poder lograrlo a lo que hemos logrado. Pero por lo menos sí sabíamos a dónde queríamos llegar. El tiempo te jala un poco hacia atrás, te empuja hacia adelante. Las dificultades, como el tema de la pandemia, las dificultades como la falta de sistemas o la falta de de financiamiento en algo que no habías pensado que ibas a tener. Todo tu entorno te empuja y te mueve para para una parte en la cual tienes que aprender a navegar, pero sin lugar a dudas, por lo menos tienes el foco hacia dónde quieres llegar y tienes los los KPIs establecidos para que la gente pueda llegar a eso y poderlo hacer. Entonces, hoy en día estamos ya días, estamos a pocos días de cumplir cuatro años de ese, de ese punto de de de entrega y te diría que estamos al 80, 82% del cumplimiento del cumplimiento del plan de. De hecho este año ya trabajamos en el siguiente del plan que se le llamó obviamente 20, 22, 20, 27 y en el cual ya dices oye, esto me funcionó, esto no me funcionó, esto quiero más de esto, esto, quiero seguir desarrollando de esto y sin lugar a dudas hoy, casi superando ya los 450 colaboradores, los que ya tiene hoy en día más ser nosotros, ya somos operadores de ocho aviones cargueros, no solo ocho aviones cargueros, sino cuatro de ellos.

[01:01:52] Son de una generación más moderna, de los que con los cuales empezamos. Somos el único operador en el mundo en operar los dos versiones de aviones Airbus tres 30 cargueros, la raya 200 y el raya 300 son aviones en los cuales nos permitieron y somos la única compañía carguero que hay en latino en Latinoamérica que operamos en tres continentes. Tenemos operaciones simultáneas en Europa, Asia, los Estados Unidos y América Latina. Somos la única empresa que tiene una operación hoy en día en China volamos cinco veces por semana desde China hacia México y hacia Latinoamérica y somos la la la única empresa con certificados de ASSA y FAR 129. También te digo en China estamos volando con el máximo de las certificaciones de seguridad operativa a IOSA. En ese contexto sea la parte operativa, la parte de seguridad, pues nunca, nunca hemos dejado de ponerla como prioridad y como un valor que no se negocia. A tenerlo o no tenerlo es, es, es, es un must de hacerlo. Así es que.

[01:03:20] Un monex, o sea, a fin de cuentas por donde lo veas, es una historia de éxito y es un orgullo este platicar con alguien como tú y tu equipo. Obviamente hay que darle todo el reconocimiento que se merece porque me dijeron que es un trabajo de equipo. ¿Una pregunta un poco más simple y más personal qué es lo que más te gusta a ti, Luis? ¿El día a día tienes toda esta maquinaria? Están creciendo de manera impresionante. Que qué es lo que. ¿Qué es lo que te divierte? ¿Qué es lo que te gusta? Qué es lo que te llena la energía del día a día cuando estás trabajando, cuando te paras a trabajar, cuando te vas de la oficina en la noche.

[01:03:56] Yo creo que lo que me hace, lo que me hace irme a la cama con una sonrisa y con la tranquilidad de que se está haciendo, es es cuando logra romper paradigmas. No hay un no, olvídenlo. ¿Una empresa mexicana no, Cómo piensan operar un avión de estas dificultades?

[01:04:19] Si no van a poder.

[01:04:20] No van a poder, no oye, perdón. Una empresa latinoamericana yendo a China y de manera simultánea recibiendo aviones y operando. Son paradigmas que la propia industria tiene. No oye la dificultad de romper barreras de idioma, no oye la posibilidad de negociar con un empresario chino o un empresario europeo, o un empresario sudamericano. Al final, y en ese sentido no parece comercial, pero la logística y. El transporte. Tienen un lenguaje, un lenguaje neutral. Siempre hay alguien que necesita un medio de transporte, que necesita una comunicación sobre el mismo, que necesita un compromiso de entrega, que necesita un estándar de servicio. Y creo que hoy en día, nuestra generación, hoy en día, eso es un valor internacional que lo puede ofrecer A, B o C, y tienes que estar en el tiempo, tienes que estar en el precio, tienes que estar con las condiciones de calidad, las cuales son, déjame llamarle universales. Y en ese sentido, quien esté dispuesto a ofrecerlas, quien esté dispuesto a empatar las necesidades de de poder cubrir esas necesidades de un cliente. Hoy en día el mundo integrado internacional te ofrece esas oportunidades, te ofrece esa situación. Una de las cosas con las cuales también me voy es que cuando empiezas a romper estos paradigmas, hace cuatro años más, SER era un producto de una compañía que con mucho éxito, con más de casi cumplimos este año.

[01:06:12] Se me olvidó mencionar que Más SER cumplió 30 años de operación desde sus inicios en 1992, pero en tan solo cuatro años el poder recibir llamadas de fabricantes de avión, proveedores de combustible, proveedores de partes, proveedores de supply, gente de la logística, gente. O sea, decir oye, hoy están en el mapa internacional. Bienvenidos. Se tardaron mucho tiempo, pero tienen mucha oportunidad de recuperar espacio. Van muy bien, van rápido. Aprovechen este, este, este, este fast forward que lograron hacer. Aprovechen su momento y bienvenidos. O sea, nadie nos ha cerrado la puerta. Al contrario, ha sido una invitación a seguir creciendo, a reconocer que se están haciendo bien las cosas y sin lugar a dudas, aprender de los errores que hemos cometido, porque hemos cometido muchos errores. También hemos aprendido en el camino cosas que han sido costosas, han sido difíciles. No todo el mundo ni todos los equipos son células eficientes de trabajo, ni todos los liderazgos han sido positivos. ¿Y eso es lo que hemos tratado de ir aprendiendo, no?

[01:07:34] ¿Y entre y y creo que eso es lo que hace una empresa como la tuya, exitosa, no? El hecho de que no tienen. ¿No les da miedo cometer errores? No, obviamente. Al final de cuentas, mientras aprendas de ellos y sigas creciendo, creo que es parte integral de lo que hace a una empresa exitosa. Pero Luis, se nos está acabando el tiempo. Pero es un placer, si no te importa. Una vez, en un par de meses más, en un año más, nos encantaría volver a platicar contigo para ver cómo vas con ese plan del 2022 al 2027. Y personalmente te digo, un orgullo de tener empresas mexicanas latinoamericanas como la como la de ustedes. Muchas felicidades y cuentan con todo nuestro apoyo y ojalá que la gente que nos está escuchando el día de hoy también esté tan emocionada de los logros de alguien latinoamericano, de una empresa latina en el mundo. Porque como tú dices, sí se puede. ¿No? Muchas veces somos nosotros los únicos que nos limitamos este nuestro, nuestro potencial real en el ámbito internacional.

[01:08:39] Sí, yo, yo, yo sé y me siento, me siento en ese sentido un poco mal porque parece esta, esta, esta es una historia contada por mi. Y como bien empezaste una entrevista muy personalizada sobre mi background y lo que he hecho. Pero la verdad de las cosas es que el número de gentes que hay detrás de esta historia sería sería irresponsable, ilógico e injusto decir que este es un este es un logro personal, nada, nada más lejano de la realidad. Sí, con mucho gusto, con mucho orgullo estar al frente, pero. Pero este es un trabajo colectivo enorme y este es un trabajo que sin lugar a dudas, sin el corazón y sin la inteligencia de la inmensa mayoría de los que han formado parte de esto, no sería posible la barra. Y ese es otro, otro tema que también me voy todos los días. La barra y la exigencia a cualquier empresa, no al latino, sino, y creo que tú mismo eres un testigo de esto. La barra de la logística es muy alta, es muy exigente y en ese sentido hay espacio para competir. Lo hay, pero lo tienes que hacer muy bien y tienes que estar dispuesto. Vas a cometer errores, pero los tienes que corregir y el compromiso a no volver a hacerlos es absoluto. Entonces me encantaría. Te acepto la invitación en el momento que tú que lo sientas oportuno. Creo que puede haber una versión curiosa en en próximos meses y en próximos años para para más ser. Y qué más gusto que compartirte lo. A ti Enrique, que te admiro mucho y lo que has hecho tú con tu empresa de Vector Logistics ha sido es otra historia más en la cual, sin lugar a dudas tengo el orgullo de compartir esta amistad contigo y espero muy pronto volver a estar aquí, con tu canal y con tu y con tu gente.

[01:10:50] Luis muchísimas gracias. ¿Va a ser un placer para nosotros tenerte aquí antes de despedir el programa y la gente que se quedó un poco picada con tu entrevista, Cómo puede conectar contigo? ¿Cómo puede conectar con hacer posibles clientes, posibles agentes alrededor del mundo? ¿Otras personas que quieren conocer más de ustedes, dónde te pueden, donde los pueden contactar?

[01:11:10] Muy bien, pues mira, o sea mi correo electrónico Luis Sierra arroba más erp dot com y a través de mi perfil de LinkedIn. Por supuesto que también se puede. Se puede dirigir la inquietud y cualquier cosa al departamento o a la persona que sea la adecuada para resolverlo.

[01:11:31] Pues muchísimas gracias nuevamente a todos los que nos escuchan en Supply chain o en español. Nuevamente Enrique Álvarez. Si les gusta este tipo de conversaciones, por favor no se olviden suscribirse y que tengan un buen día. Hasta luego.

Episode Summary

In this episode, Enrique Álvarez interviews Luis Sierra, CEO of MasAir Cargo Airlines, the only Latin American company that operates on 3 continents. Learn the story of how he built a Mexican cargo airline, and the challenges and opportunities he faced.

Episode Transcript

[00:00:01] Hello. Welcome to Supply Chain Now in Spanish Broadcasting for Latin America and the entire world. Supply Chain Now presents the best in everything related to logistics. Best practices, technologies, organizations, challenges and opportunities. All this and more through the stories and experiences of the people who make logistics the main business activity with the greatest impact on our lives. And now with you, our host.

[00:00:32] Good afternoon and welcome to another episode of Supply Chain Now. My name is Enrique Alvarez and today I have a very special guest. Very, very special. Luis. How are you doing? How are you doing? Good afternoon.

[00:00:44] How are you doing? Pleased to meet you, Enrique. Happy to participate and thank you very much for the introduction to your already large audience.

[00:00:52] Thousand. Thank you very much for your participation. The pleasure is all ours. Luis Sierra, Chief Executive Offices of more R and has some. You have extensive experience in logistics and it’s a pleasure to have you here and to share a little bit of this time we have together if you want to tell us a little bit more about yourself, tell us a little bit about your childhood, where you are from, where you grew up.

[00:01:17] Well, well look, I am Mexican, I am Mexican by birth, my parents, my parents, both of Spanish descent and that makes me also holder of Spanish nationality, which has been a pleasure to have for certain things and today thanks to that my children are also being able to have opportunities in other borders, right? But Mexican, Mexican I consider myself and in that sense I would also proudly tell you eh, Mexican, in what we have been able to contribute with a company today 100% Mexican, in which I have been involved in a long time, but. But born in Mexico, raised in Mexico City, in this small city. Yes, of course. Today’s population is estimated at more than 22 million inhabitants, but it offers great challenges and great opportunities. It is a city that does not rest, it is a city that always requires something more, but also offers you something, isn’t it? And in that you have to take both the good and the bad, because they can become very good opportunities, both business, personal and any development you want to do, even in altruistic situations. This city offers it all, right?

[00:02:55] Definitely. And well, I share your point of view because I am also a chilango, as we say to those born in Mexico City. And well, yes, it is an extremely dynamic city, with many opportunities, with many challenges and even more so now with all that we are experiencing in the geopolitical sphere. But hey, there is never, ever a dull moment in Mexico City, there is always something like a good big city. Going back a bit to the past and before we get into your professional career, Luis, any experience that you might have had and that you can share with us, that pushed you a little bit to dictate the line you took later on.

[00:03:39] I believe. I think it is only fair to mention. I was raised, I was, I was raised under the principles of Colegio Cumbres at that time, with a strong influence and direction from the Legionaries of Christ. And I say that in the sense that I, myself, did very well. I had a group of extraordinary friends that to date I have the honor of sharing friendship. I attended Colegio Básico and high school at Cumbres, after trying out and auditioning, so to speak, at other universities, I ended up at Universidad Anáhuac, that is to say, I even got my bachelor’s degree in accounting.

[00:04:30] Accounting.

[00:04:31] That yes accounting and that at that, at that time I had a, obviously a kind of double double major, which was the accounting part, but strongly focused on the financial part, it was directed to the career and in that sense, at least to me and my group of friends we did very well because we had an extraordinary generation in which it was always good. Advertised with themes such as leadership, social responsibility and family values. And these three things have accompanied me all my life and all my personal and professional life. And so I think that regardless of the good or bad reputation it had, at least in my personal case, I can speak positively about it, right? Later on, later on in my professional career, I did have some further specializations. In fact, immediately after graduating, I took an extended course at Harvard University to see if I could stay in the master’s program at the FBI, at Harvard, in Massachusetts, and for reasons of experience, a tutor at that time recommended that my professional experience, even though I had already combined a very good part of my career with work from, if I am not mistaken, the third semester onwards. 4th semester I was already working so properly and I had two jobs and interestingly, I had my steady job which was in the family business. My father associated with his brother, works in a company or worked in many years in a family business inherited by the grandfather that was dedicated to the pastry part in downtown Mexico City. And thanks to that, I believe I have a profile very close to the family business, to the static business of marketing and without a doubt to a business that has to be open on the 24th, that is to say, every day.

[00:06:55] And it is a school, a school on many levels. In other words, my boss, who worked for your grandfather and then your father and probably you since you were very young, has had a very demanding life. You don’t have to be there, you have to work hard.

[00:07:12] That’s right. And thanks to that I was able to buy my first car. I was able to buy my first trips, do my first things with, with a salary that was certainly not in that sense executive. It was a salary equivalent to the position I was performing at that point.

[00:07:30] Hey, do you remember? Going back to that time when you were still in the family business or the times you had? Do you remember anything that your dad might have said to you as a professional or professional recommendation, anything?

[00:07:44] My father. My father in that sense, he had a motto and he lived it I think deeply and lived it to its fullest extent, which was this in English. I think it’s easier to explain, isn’t it? Because it’s a very American phrase des party hard work hard. I don’t know if it goes in that order, no, but. But it was, it was. It was in that very strict sense in the sense of saying in the time you are doing it, dedicate yourself, enjoy it and live it to the fullest. And that for him was the philosophy of life. If you find yourself working, do it well, do it deep and do it and live it intensely. If you are no longer working and you are studying, study well, study hard and try to get the best out of it. If you are with your family, concentrate well and dedicate the time you have to dedicate to them at that moment. And I believe that this philosophy was instilled and to date I try to follow it to the letter in everything I do, right? In other words, there are moments for everything, but each and every moment focus on what that particular moment is.

[00:08:59] Which I imagine is a key foundation for an entrepreneur. I imagine that kind of mentality helped you later in your professional career.

[00:09:10] Without a doubt, and it is something that was 100% formative. Already in my stage in which I started to combine my personal life, my professional life and these first steps in the business sense, it was undoubtedly something that I treasure today and I value very much that my father has instilled in me.

[00:09:31] Hey, well, thanks for sharing the story, I guess this is how it is. You must have thousands of your family, your dad, grandparents, grandparents probably, but going back you were finishing or studying accounting, you graduate, you had two jobs and you were there when you get interrupted in the story of your life, in.

[00:09:51] What time do I work? Notice that my second job and it’s worth it because? Because it was a very interesting job, it was a job. Extremely formative it was. It was a job that did not pursue a unh unh unh unh, a salary. This company was a company formed by a group of friends who invited me. And I did not hesitate to enter. This was a company that was called Generación Empresarial and Generación Empresarial. It was a. A company basically formed by the children of business leaders from. From. From a very recognized professional and family level who were in their last semester of their career and who found that there was a space to bring in opinion leaders and look to the university youth. Also to be able to positively influence precisely that, in the formation of opinion and in the formation of entrepreneurship or entrepreneurship that at that time we believed could be formed. So I accepted and I was for a long time the manager and the operative director of that company and this company had to organize corporate events for businessmen that could be linked with young people. And we also had multitudinous events to be able, with the same intention, to reach out to many more people.

[00:11:41] And this, I imagine, was independent of the school, it was not something sponsored or sprinkled in any way by the school.

[00:11:48] No, no, no, no, no, no! Independent was well regarded by the by the Universidad Anáhuac was supported by the Universidad Anáhuac was supported by the Universidad Anáhuac, but economically was was, was independent.

[00:12:01] Some that you remember some, some event that several do not, but someone that.

[00:12:06] Talk about the characters. There were many businessmen in Mexico who embraced the Monterrey group very well or someone who actively participated in that sense. There were businessmen in Mexico who undoubtedly contributed. And of the two anecdotes if you will, which also impacted me because they were at some point as opposites to have brought these two characters. But notice that in the first place we were able to bring Ronald Reagan to Mexico, former president of the United States, and he participated, and in this case I am talking about 1,991,992. When this happened, Ronald Reagan was still, obviously already a former president, but he wasn’t that out of date. He was a figure in force, not only an American icon, but an icon of the openness he had achieved and the transformation he had undergone. Obviously, the United States and bringing it to Mexico was, was, was awesome. And the reaction to that I think validated that concept in an extraordinary way. And a short time later, if I am not mistaken, it was a year later that we brought Mikhail Gorbachev.

[00:13:30] I went, I went to that one at Anáhuac, I think.

[00:13:33] That’s right.

[00:13:33] I was at that one, at that event, actually a long, long time ago.

[00:13:37] That’s right. So imagine, then, bringing the two, bringing two people that in some way history brought them together, history had passages and had this background in common, but that in some way represented very different ideas, ideologies, concepts, very different economies in order to do so. And what we wanted was to bring an opinion leader, not to bring an opinion influence, but simply perspectives on why it happened, how it happened, etc. So for a person who was 20 or 21 years old, I think it was an extraordinary experience, wasn’t it?

[00:14:30] And two of the most important characters in history and I imagine that well, I’m pretty sure that thanks to both of them in different ways, we have the world we have now. It could have been of divided the world in different ways if it had not been for these two heads, not of.

[00:14:48] And between these two great people, three international congresses in Mexico City and Monterrey. So that. The truth of the matter is that I have already opened myself from a situation that did mark me professionally, that did mark me in a much more international world, in a world that went much further than the family business. And that had a great influence on my return after this mentor, as I told you at Harvard University, told me hey, I see that you have a lot of experience for the age you are, I see that you have a lot of restlessness, I think that if you manage to form it, formalize it even more with a part of a more institutional work, I will give you right now the letter of acceptance for the NBA. And so, with that idea, I came here and by chance I tried to do entrepreneurship with, with, with, partnering with my father and with my uncle at that time. And that, that company that we formed had an aspect of what I wanted to do, which was to take the best part of the family business with a prespective of a growth of sales units to more type of branches, to more type, a scheme that could even become a franchise. And that’s where I spent the next almost three years of my life, until one of the business units didn’t work and I think that was the first big set back, so to speak. It is a big confrontation in which not all ideas work for you due to different circumstances. I don’t think at the time I had personal professional tools to be able to do a proper postmortem of why it did work, why it didn’t work, what I could have done differently and such. But the idea and the relocation that causes you to fail in an unfulfilled venture, I think it focuses you for your next stage in an infinitely different way than if you don’t have that learning process, right?

[00:17:37] Yes, the more battles I imagine the more you learn, the more you grow and well, it makes you better for the next one.

[00:17:44] In fact, while keeping an eye on the international world and continuing to support other initiatives in which my father was involved, at the same time I was beginning to envision the closure of one of the business units. Do I also start and start or am I introduced, because that’s how I was given another chance to participate and actively invest in what would already be the airline with which I started at the end of 1994, which I’ve been transporting more cargo that was known Doing Business as a Master, right? And that is how I began to support as an advisor in 1994 and I was formally incorporated in January 1995, with a perfectly designed incorporation route to learn the business and go through the different areas, as a kind of trainee that was being formed in the operational areas, in the commercial areas, in the legal and financial areas and finally achieve a management in the commercial sales team, which later became the commercial management and if I am not mistaken, in 1998 and from 1998, to achieve the General Management of the company.

[00:19:34] Hey, and you didn’t have any plans to go into logistics? In other words, this is happening little by little. Your interest was more in the business of entrepreneurship, but I was told that up to this point so far so good. You were either very curious or not curious at all.

[00:19:49] Notice that there the left hand again of my father and the left hand of one of the partners who was a. Do I want to know that you met and you already had this air cargo business in South America and you had similar interests and you had similar concerns, right? I liked the international world. I had had this experience with the formative part of the congresses and this I told you about. And on the other hand, I saw that the airline brought me much closer to my natural concerns of growing in this international and global impact of the world of aviation, that the world of aviation has many pigeonholes and many edges in which one can develop in that sense. No.

[00:20:45] Not entirely. And well, it’s again a global industry and it’s obviously an industry that has changed enormously and is changing rapidly, like the rest of the supply chain and the rest of global logistics. So you started again with this trainee part and well, did you get to lead the company any particular challenges at that time? Maybe from the Mexican airline industry itself, something you started to see? Hey, well, here’s a great opportunity or here could be some trouble in the future.

[00:21:19] There were several, several, several obstacles that I had, that I had or that we had to overcome punctually. The first is that I came from a family business, I came from a university background that was not in transportation, that was not logistics, but it was a good combination because with a formative part in the finance part of, let’s say the back office, the hard core of any company as such, combining it with an infinitely more dynamic part, absolutely dynamic, that had to do with transportation. But the environment at that time offered a series of opportunities that in my case I believe I was able to correctly exploit. And I am referring in particular to two things. The first is that it was an environment where aviation was considered a strategic industry, with a limited foreign investment capacity, and that already confronted you with a technical legal world, competition authorities and all that in which your environment was not entirely friendly to be able to grow the business and that, that provides a number of features. But on the other hand, Mexico was in the midst of trade liberalization, Mexico had already gone through the first steps of GATT incorporation, the first steps that later evolved into the incorporation of the OMS in Mexico and Mexico.

[00:23:11] Just in this third opening process, a giant Single Free Trade Agreement was signed with the United States. With its largest partner, the United States, and at that time its second largest trading partner, Canada. So the environment of opportunity was absolute, then the motivation to overcome the obstacles that the competition, the legislation, the legal framework, all of that was highly attractive for a company that was entering the largest market at that time in the region. No, no, there was no other bigger market and that Mexico had a business environment where in the very good times that we are talking about Salinas de Gortari and all that, where exports were a neuralgic point, probably the strongest point of the Free Trade Agreement for Mexico was its export capacity, right? So it is in this environment that the company was born and fortunately it is my turn to collaborate in it, isn’t it?

[00:24:30] A very important moment in the country’s history. You talked a little about Ronald Reagan and Mikhail Gorbachev. In other words, all the world’s economies were beginning to open up, began to open up. And well, in that particular case of Mexico, well, they were involved in a company, an airline that could really, as you say, capture all this great opportunity that they had, but at the same time they were going to start facing competition. I know you had never felt running before, now you touched it from an extremely optimistic point of view, as a good entrepreneur. But it is not something easy because at the end of the day there are many companies that do not see it with that optimism if not with a bit of suspicion and even fear of saying well, we are going to start competing with all the companies in North America. It is not only Mexico that is like this.

[00:25:22] Indeed, you raise it, you raise it very well in this way.

[00:25:25] Hey, tell us about it. So you were already the CEO of the company after having spent not only several years, but for several positions and you had known in detail the company and the industry that follows in your professional career, because from there you still went on to two other things, right?

[00:25:43] Yes, notice that there is also a parallel story going on. These, these original partners have, have, have, have a very, very, very, very nice story to tell, because the partners of Chilean origin and they are making their own way also in their region, in the South American region and they evolve from this company that was originally called Faster in Chile and they evolve and end up being the controlling group or Management Inc. of what was then known as LAN Chile, which later evolved into LAN Airlines and years later evolved into the group we know today as LATAM Airlines Group. And already this story that begins in the cargo world begins to grow in parallel in the passenger world. The passenger world absorbs the main decisions, the main investments, but never ceases to have somehow the NDA and the NDA of the cargo part. And what they try to do and they do it in a very successful way is that the cargo side can provide revenue on the passenger side, which becomes in a way a very very very important revenue. And at that time something that as a group, because obviously more than belonging to belonged to and participated in the development of its region, in the development of a portfolio of customers and countries that we served, we participated and we were very proud to be part of this network, of this great distribution network that already covered from the United States to the southern point of Argentina or Chile, right? That was built over the course of these years. And yet, as far as I am concerned, it is my turn to develop. Then other difficulties begin when they join with the Brazilian group and form this Latam. And then the company has, it has other difficulties, it has another, it has another competition for working capital as soon as it becomes a giant group. And the unity of Mexico itself, in my opinion, begins to have a second plane, a third plane and 1/4 plane of development.

[00:28:38] Very was a huge transaction, as you say, they became the first airline in all of South America. Latin America seems to me to combine these two correct companies.

[00:28:50] I understand that during 2012, if I am not mistaken, 2013, the group is formed, the largest group is formed and with an alliance association also, if I am not mistaken, also of One World as something, something very important for the region and one happens. One of the points that I believe that determine my present life as more important in this and is and I put it in a form of a professional learning and I share it. When you develop in one of these groups are there direct responsibilities, are there dotted line responsibilities, do they exist in these organizations? Latam To give you an idea, it had 56,000 employees.

[00:29:49] If it is a monster, yes, it is an extremely large corporation.

[00:29:53] And there are responsibilities. They stayed in. From the passing world. There were responsibilities of the cargo world. There were tasks in which a company such as ours fulfilled functions for both the passenger and the cargo world. There were shared responsibilities. That is, it was. It was. Organizations become complex, they become complex. Las. Authorizations, etcetera, etcetera, etcetera, etcetera, etcetera, etcetera, etcetera, etcetera, etcetera, etcetera, etcetera, etcetera, etcetera, etcetera, etcetera, etcetera, etcetera, etcetera, etcetera, etcetera, etcetera. In the year 2000. 2015, around the middle of 2015, a very complex administrative situation occurred in Mexico and there is this situation. There is a kind of breach of trust on the part of a group of employees where they are contaminated with this breach of trust. Several of the companies in which, in some way, directly or indirectly, Grupo Ejecutivo de México had in some way, let me call it, some responsibility for it. And this responsibility I am going to speak for what corresponds to me, nothing more than me. I remember that I had an aftermath of audits, forensic audits. All this when a corporation of this size is already active and I had a situation in which, together with my partners and with those responsible for the cargo unit and the passenger unit, and I said hey, I feel very uncomfortable because it might seem that I am judge and jury in this sense and I voluntarily offered to resign from my position. I don’t know if this situation is common or uncommon.

[00:32:10] In my experience, I think it’s not at all common, I think it’s the right decision, but I think few people rationalize it the way you’re looking at it. And at the end of the day I say I don’t know, now you are going to tell us the rest of how your experience went, but I think it is very valuable. I think it’s a type of leadership that you don’t see very often either.

[00:32:31] And not only did I offer that, but I made an offer still that maybe in the eyes of a 1/3 could say well, this, this guy is crazy, right? And I said Look, the best research is when it starts with the head. So why don’t they start by investigating me? And once they conclude what I think they’re going to conclude? Because in that sense, I am confident of my integrity in how I have developed professionally. We can then determine what the next steps are. Ok. But I was no longer associated with the General Management of the company and that particular year, I was totally immersed in how to help, how to investigate, how to correct, how to find out why it happened and how to learn the best lessons so that this multinational organization would not repeat the case administratively speaking. So it was difficult in the personal context, but in the professional context it ended up being very enriching. Enriching in terms of the experience of seeing it from a different angle, seeing it from a non-executive angle, but contributing to a post-mortem issue, to an issue of strengths and weaknesses of the organizations. And I think that in that year was my first real MVP that I had in many of the concepts of the company, of leadership, of people, of administrative, internal and external controls, of the relationship with customers, of the relationship with the different stakeholders and of the conscious part of doing business and with whom business is done, etc. No?

[00:34:58] He sounds like an NBA player. Enough with this and consolidated in a year that has been quite intense from the professional point of view.

[00:35:10] That’s right. And the second choice I took away after doing this. That’s when I left with a need for a process of decompression, of stress. From. From. From. From a refresh. Personal, professional and family. El. The stress this creates was gigantic. Lo. Lo, lo, lo. What you live in that. In this context. I made a very good decision and signed up for the. Al. To the program. Stanford University Update. And this one. This one, this one. This course, which is an intense course of just over three months, if I am not mistaken. How long it lasted in the in some situation. And today for me I recognize that I really needed that personal space, that space, I insist, professional and family space to be able to make a reset and a focus on my priorities, my needs and my next professional stage. At the end of this process I can tell you that one studies like crazy.

[00:36:45] Yes, of course, I imagine.

[00:36:47] It was something that I did not expect to be so intense in terms of hours, experience, and colleagues.

[00:36:56] And it was face-to-face.

[00:36:58] Luis Absolutely face-to-face.

[00:36:59] Being there on campus every day.

[00:37:01] Installed and installed in the executive dorms at Stanford University. A marvel in that sense of the course. Separating from your family at that moment, from your wife, from your children, after having gone through this very, very complex process that I had been going through for almost a year in that sense. And I tell you and find in that a very intense professional part and we began to see concepts that I did not have in my head, as this balance of professional life, personal life, this balance of nutrition, mental wellness, physical wellness and executive wellness. This is part of the social responsibility of companies, of social responsibility, of entrepreneurs and executives. And the fourth angle, which for me was an opener, was the whole subject of the world, of the capital that exists and that is floating around and that if you know how to use it, allows you to undertake from small ideas to small companies, to big ideas and big companies, and to know what angel investments or seed investments were and then Private Equity Funds and then, all that world that for me, in my business world up to that moment had not been required, had not been studied, had not been presented as an option. And I think that I finally came back with much more positive concerns, all of them with which I left and there was a decision that I think did mark a before and after and I wanted to return to what I believed in at that time. After almost 20 years of experience in the world of air transport. I mean, you know, yes I can continue to develop if there is a space for me at that point, but I would like to be a little bit the master of my destiny, rather than continuing to be the executive of that destiny, right? So there I decided to go back and form 111 a work plan, a business plan in which I could make this unit of Mexico that I had. I knew it could be purchased and that was my big one.

[00:40:02] To become independent, not only you but also the company, to make it independent.

[00:40:06] And say. You know if there is the likelihood of doing it, if there is the executive space to do it and I have to I have two little problems, one convince who sees me, who sells me.

[00:40:23] The other.

[00:40:25] And another was to raise the capital to do it, but there were only those two.

[00:40:28] Problems. It’s a good thing you only had two. Convince one multi-national group to let you buy it and the other to get the money.

[00:40:38] That’s right. And so it is that year.

[00:40:40] That because I think it is not only interesting, but I think it is key for you to make this new decision, it is not this part of Stanford that you talk about, it was very valuable, it was very important for you, both personally and professionally as well as for your family. Did you look for it because normally when you are working and with so many pressures, you normally don’t have the time to say hey, I would like to enroll here or was it someone, maybe a mentor, someone who said hey Luis, check out this program, maybe it would help you, do you remember what was your motivation to go for three months at a point in your career, when you were under so much pressure?

[00:41:17] Yes, I mean, I tell you that what I experienced in that year where I separated and where I asked to be audited, I asked to be investigated, not only my name, my family, my involvement in all this mess that was made locally. Someone, someone, a person close to me also commented to me Hey Luis, you are going through a complex moment, a moment in which a counseling, a coaching that can help you, can help you. And I went, I went to A1A1, a great friend who had already assisted me with coaching sessions within the company, with leadership courses, with training courses, effective work courses, with courses that we try to offer to the executives. And this person in some of the sessions said to me Hey, and why don’t you consider this an upgrade? You have the time today, you have this and from there I got the idea. Of course, I started to investigate, I started to do this research on what I could do in terms of my economic conditions to be able to do it, my time conditions to be able to do it, my capacity to be able to let go but at the same time be involved in the company. And in the end I found the program, this program that. That it matched time and form, cost and benefit in a magical way.

[00:43:04] We are not going to put the notes and links of maybe this course and others so that the people who are listening to us can see it. But well, I wanted to ask you the question because sometimes that’s important. You don’t get to a point where accepting help is difficult, you’re not as CEO of a company, you’re in your job, that kind of support from people, advisors, friends, family, that’s good. And I think you took it and it worked out quite well for you.

[00:43:31] Notice, notice that since then and it is something that I have widely said, they say that the loneliest position is the one that lives, the general director, the CEO and or the chairman of a company. You are not obliged to permanently read and interpret your team and see that everyone has the necessary resources, that everyone has the economic resources or the resources to develop a project or a prospect or an idea. But very few people, very few. They understand that if they also had this coaching part, this training part, this constructive brainstorming part with, with, with a mentor and with someone who is, who is doing something similar. And I open a parenthesis. I mean, you know that I am part of this movement called conscious capitalism and one of the things that appealed to me today about conscious capitalism, obviously, is to participate in the Mexico chapter, but when I saw that there was a Leadership Program site on it, I was very excited. Which is not. It’s not that you are looking for business per se with this group, but what you are looking for is experiences. What you are looking for is to exchange experiences. In this sense, I continue to recommend that nowadays CIOs must have this type of support and I wish the board would see them in this sense and almost force them to have these processes of continuous growth, because it is nothing more than continuous growth.

[00:45:34] No, no, definitely redeem this one. The investment obviously has a positive return in terms of time, in terms of health, the more we get in, the healthier it is. The person who is running your company, you would think that pus better decisions he can make, more creativity he can have better employees, he can get. But well, going back a little bit because I got a little bit off topic, but going back a little bit to what you were telling us, this one you come back with two minimal problems convincing them to sell it to you and getting money, but minimal I was sure that’s what you wanted. Was that your next goal in life?

[00:46:16] Yes, and after this course I come with. With new tools of something, with, with, with, with new knowledge of how to do it, how to approach it, how to formulate a good business plan, how to formulate a good story, how to formulate a venture that had this series of characteristics that was one that was saleable and one that was saleable from the aspect that you wanted to buy it and another saleable in the aspect that you needed to raise capital to be able to do it. Well, and so I start this first stage and months later I have the fortune to meet a local consultant who helps me and who had experience to give this initial and prospectus format to be able to present it to friends and strangers. To be able to test Walters Familia Friends with small funds or family funds that are starting to contribute and enrich the project, and at the same time to start having the first discussions with the seller. Hey, I think there is an opportunity here, there is an opportunity for both of us, there is an opportunity for a possible sale, but with hopefully, with a partnership. And that was the first, the first proposal. Partnership in the business sense, of course, to say hey, I can continue to provide. Exactly. There is no reason not to lose the synergies I create from my assessment. They work for you, but I think there are others that slow you down.

[00:48:15] Of course, and I think there are others that you can independently continue to pursue without the need to have this business unit that takes away your focus, that takes away your capital and that can be solved in a simple and easy way. And then comes a, a, a next stage when they open up the possibility of doing it and there comes a positive stream of energy, of saying ok, yes it can be done. Obviously not under these conditions, but under these conditions yes. And I want to tell you that it is not the same to be sold by a private company or a public company, of course. And the complexity that represented that this unit was coming or had something to say. A publicly traded company also taught me a lesson. He taught us a lesson because by this time I had also understood that he was not going to make it on his own. And I start searching not only for a partner. I’m looking for an operating partner that could complement that and I’m looking for equity partners that could, that could do that. And finally, already in 2018 this takes shape. How well this takes shape and takes seriousness to be able to conclude it. And then, like all negotiations that are made, they are not made, today you are about to make it, but you are not about to make it.

[00:49:54] And if I learned anything and this phrase is that it is not so. Nothing is finalized until you have signed it. And that takes a lot of effort. The el. There are people and I think I was one of them. Those of us who learned that you can’t really claim victory until you have it duly signed. But once signed. Once we achieved this partnership with this Mexican partner called Discover and Americas, which is a. Who is a partner that we finally found a common language, they had already been in the aviation world. They had an original venture with this now very successful low cost company in Mexico called Volaris. Then they also had another investment, with what today is the largest land transportation group in Mexico called Grupo Tracción. So what we found there was not only capital, because in a way capital does exist. If the opportunity is good and exists, if the return or promise of return is interesting and if it exists, if the conditions of the partnership are suitable for both parties. And that is another thing to learn, that this is a win-win business, that it depends not only on you, but it depends on the capitalist partner and it also depends on who is selling to you.

[00:51:33] There is no way in my experience with this, there is no way in which the three parties can be one big winner and two big losers does not exist. So win win win I would tell you win, win, win. There are three parties that have to be involved for this to become possible, right? And then once you’re doing that, I tell you the positive current of being able to achieve that is very interesting. Although it starts the machine of no fresh capital coming in until it is signed and all at the same time, which is another learning I had. It is therefore the whole pre-operative of what you think is needed and is going to be done that one has to assume. So, the hiring, the salaries, the systems that you hire, the working capital, well, everything is clear until the fresh capital comes in. And that is why this is another lesson that I share, and to say that you have to be careful about how much this stage measures, how much is your investment capacity, because I imagine that many good ideas can be shipwrecked at this stage.

[00:53:00] Yes, how many projects don’t fall a little short, don’t they? And they can be, as you say, good ideas, with good teams, with good groups. But well, if you don’t have the necessary capital to survive until new capital is injected, there is no way to retain employees or keep operating.

[00:53:18] But when there is already the letter of intent, when there is already.

[00:53:21] They open doors for you.

[00:53:22] They open up and something very interesting happens and in this case it does.

[00:53:28] Was it still in 2018 or was it already skipped.

[00:53:31] 2018.

[00:53:31] 2018, you already had the letter of intent, it was already opened, it was already one in 2018, for practical purposes it was already one more reality.

[00:53:40] In other words, it was a reality that we wanted to do it. We did not know both parties already the selling party and the buying party committed to do it. But these small legal details, small corporate details from a public company to a private company, competition issues, issues of before other issues of. Of all this that you didn’t see it or didn’t have it originally.

[00:54:07] In your country, you have never done it before in your life?

[00:54:09] No, no, it starts, it starts in that, in that context, no? Now la la la la, the good part is that the partner begins to contribute. No, no, no, no, I know.

[00:54:23] Aligns, aligns interests, doesn’t it? Now if everyone, everyone wants it to stop because everyone is already on the same channel, I imagine.

[00:54:31] Correct and. But the main contribution is that it already starts to make a constructive contribution on your business plan, a constructive contribution on the strategic plan that the company must have, a constructive contribution on the strengths and weaknesses of the original plan. And it’s already starting to build something together. And that is to build something together, then. It is an association as such. Of course.

[00:55:00] And that is why you are looking not only for the capital part, but you mentioned Discovery Americas, which obviously has the money and has many successful investments. But do you really want the expertise of the people on that team? Because at the end of the day that is what is adding value to you beyond the money that money could be commodity.

[00:55:22] Indeed, you say so, you make it perfectly clear. And so we succeeded.

[00:55:26] And when, when, when did they officially sign everything?

[00:55:32] No, we could not start in May, because of because of because of because of. Due to these circumstances, new setbacks were occurring. But finally, on the last day of November 31, November 31, 2018, we managed to make the.

[00:55:47] Just in time for the pandemic to hit you.

[00:55:49] Then she was already looking.

[00:55:53] The next challenge. Then, then, immediately after that.

[00:55:56] Well, so all on December 1, December 1, 2018 starts the new plus the new, the new, the new, the new Mauser and it starts, it starts, congratulations. And notice that it starts with one, with an AND condition after so many.

[00:56:18] Years to dimension a little, they had how many airplanes at that time starts with how many.

[00:56:23] We took over the company in December 2018 with the following business unit one there was only one Way Body freighter, 1767 300 freighter with 91 employees with six regular business routes and with a good brand, a recognized branding in the region, in the region of the western part of the United States, the eastern part, in the Latin American part of Miami, we also operate in Colombia, in Ecuador and basically something in Central America, right? And so it starts. In other words, it starts with a frankly small unit, with a budget for 2019 close to 37, 39 million dollars in sales, which is what was intended to be sold in 2019. And that’s what we started with. What do we not start with? And that is also another lesson to have in these processes, when companies depend on a company, a Mother SIP or a Parent Company that provides you with many other things that are not necessarily capital, but you share systems, you share infrastructure, backoffice, etc. The day they are no longer there, it is equivalent to a big umbrella or a big roof being taken away from you. And it must be done. And the truth, things is, you don’t know how naked you are in the world until you’re faced with that, that interesting situation.

[00:58:28] I can’t imagine what it must have been like for you and for all your team, not only exciting to achieve it, but well, to see the progression and we are closing the interview a little bit, but at some point I’m going to ask you and now how are you doing? Because it is impressive what you have been able to do working as a team with a culture like the one you have and with a leadership and support like the one you have, it has been a very good success story, hasn’t it?

[00:58:56] What we did want to do and what I think helped us a lot. And this is a that the setup of objectives that we had done through this we call it the the the the the the the, the five-year strategic plan. I mean, hey, what can we define clearly and in a very understandable way for the whole organization where we want to take the organization to 20, 20, 23 and once we want to already be those targets for growth, for expansion, for commercial footprint, what kind of business we wanted to do and what kind of business we didn’t want to continue doing? It was relatively important for the people we started with to be able to orient ourselves and for the people we were looking for in the market, to attract talent and to be able to invite them to join the project. Saying this is what we want you to do. This is what we want you to contribute.

[01:00:00] You have to know clearly where you are going. If not.

[01:00:02] That’s right. And in that context, it was indeed not difficult. It was not easy to achieve what we have achieved. But at least we knew where we wanted to go. Time pulls you back a little bit, pushes you forward. Difficulties, such as the pandemic issue, difficulties such as lack of systems or lack of funding for something you didn’t think you were going to have. Your whole environment pushes you and moves you to a part that you have to learn to navigate, but without a doubt, at least you have the focus on where you want to go and you have the KPIs in place so that people can get there and be able to do it. So, today we are already days away, we are a few days away from four years of that, from that delivery point and I would say that we are at 80, 82% of compliance with the compliance plan. In fact, this year we are already working on the next plan, which was obviously called 20, 22, 20, 27, and in which you say hey, this worked for me, this did not work for me, I want more of this, this, I want to continue developing this, and without a doubt today, almost surpassing the 450 employees, those who already have today plus us, we are already operators of eight freighter aircraft, not only eight freighter aircraft, but four of them.

[01:01:52] They are of a more modern generation than the ones we started with. We are the only operator in the world to operate the two versions of Airbus aircraft three 30 freighters, the Ray 200 and Ray 300 are aircraft in which we were allowed to operate and we are the only freighter company in Latin America that operates in three continents. We have simultaneous operations in Europe, Asia, the United States and Latin America. We are the only company that has an operation in China today, we fly five times a week from China to Mexico and Latin America and we are the only company with ASSA and FAR 129 certificates. I also tell you in China we are flying with the maximum of operational safety certifications to IOSA. In this context, be it the operational part, the safety part, we have never, never stopped putting it as a priority and as a non-negotiable value. To have it or not to have it is, is, is, is, is a must to do it. So it is.

[01:03:20] A Monex, in other words, by all accounts, is a success story and it is a source of pride to talk to someone like you and your team. Obviously we have to give it all the recognition it deserves because I was told that it is a team effort. A slightly simpler and more personal question, what do you like the most, Luis? Do you have all this machinery on a day-to-day basis? They are growing impressively. That what is what. What do you enjoy? What do you like? What is it that fills your day-to-day energy when you are working, when you stop to work, when you leave the office in the evening.

[01:03:56] I think what makes me, what makes me go to bed with a smile on my face and with the peace of mind that it is being done, is when it manages to break paradigms. There is no no, forget it. Not a Mexican company, how do they plan to operate an aircraft with these difficulties?

[01:04:19] If they can’t.

[01:04:20] They won’t be able to, no hey, sorry. A Latin American company going to China and simultaneously receiving aircraft and operating. These are paradigms that the industry itself has. You don’t hear the difficulty of breaking language barriers, you don’t hear the possibility of negotiating with a Chinese businessman or a European businessman, or a South American businessman. In the end, and in that sense it doesn’t seem commercial, but the logistics and. Transportation. They have a language, a neutral language. There is always someone who needs a means of transportation, who needs communication about it, who needs a delivery commitment, who needs a standard of service. And I think that today, our generation, today, that is an international value that can be offered by A, B or C, and you have to be on time, you have to be on price, you have to be on quality conditions, which are, let me call it universal. And in that sense, whoever is willing to offer them, whoever is willing to match the needs of being able to meet those needs of a customer. Nowadays, the international integrated world offers you these opportunities, offers you this situation. One of the things I also leave with is that when you start to break these paradigms, four years ago, SER was a product of a very successful company, with more than almost a year to go.

[01:06:12] I forgot to mention that Más SER has been in operation for 30 years since its inception in 1992, but in just four years of being able to receive calls from aircraft manufacturers, fuel suppliers, parts suppliers, supply suppliers, logistics people, people. In other words, to say hey, today they are on the international map. Welcome. It took them a long time, but they have plenty of opportunity to make up space. They go very well, they go fast. Take advantage of this, this, this, this fast forward you managed to make. Seize your moment and welcome. In other words, no one has closed the door on us. On the contrary, it has been an invitation to continue growing, to recognize that things are being done well and, undoubtedly, to learn from the mistakes we have made, because we have made many mistakes. We have also learned things along the way that have been costly, that have been difficult. Not everyone and not all teams are efficient work cells, nor has all leadership been positive. And that’s what we’ve been trying to learn, right?

[01:07:34] And between and and I think that’s what makes a company like yours successful, right? The fact that they do not have. Aren’t they afraid of making mistakes? No, obviously. At the end of the day, as long as you learn from them and continue to grow, I think it’s an integral part of what makes a company successful. But Luis, we are running out of time. But it’s my pleasure, if you don’t mind. Once, in another couple of months, in another year, we would love to talk to you again to see how you are doing with that 2022 to 2027 plan. And personally I tell you, I am proud to have Latin American Mexican companies like yours. Congratulations and you have our full support and I hope that the people who are listening to us today are also so excited about the achievements of a Latin American, of a Latin company in the world. Because, as you say, it can be done. No? We are often the only ones who limit our own, our real potential in the international arena.

[01:08:39] Yeah, I, I, I, I know and I feel, I feel in that sense a little bit bad because it seems like this, this, this is a story told by me. And as you started a very personalized interview about my background and what I have done. But the truth of the matter is that the number of people behind this story would be irresponsible, illogical and unfair to say that this is a personal achievement, nothing, nothing could be further from the truth. Yes, with great pleasure, with great pride to be at the forefront, but. But this is an enormous collective work and this is a work that without a doubt, without the heart and without the intelligence of the vast majority of those who have been part of this, the bar would not be possible. And that’s another, another topic that I also go away every day. The bar and the requirement to any company, not to the Latin, but, and I think you yourself are a witness to this. The logistics bar is very high, it is very demanding and in that sense there is room to compete. There is, but you have to do it very well and you have to be willing. You are going to make mistakes, but you have to correct them and the commitment not to make them again is absolute. Then I would love to. I accept the invitation at the time you feel it appropriate. I think there may be a curious version in the coming months and years for more to come. And what more pleasure than to share it with you. To you Enrique, I admire you very much and what you have done with your company Vector Logistics has been another story in which, without a doubt, I am proud to share this friendship with you and I hope to be here again very soon, with your channel and with you and your people.

[01:10:50] Luis thank you very much. Is it going to be a pleasure for us to have you here before we say goodbye to the program and the people who were a little bit stung by your interview, how can they connect with you? How can you connect with potential customers, potential agents around the world? Other people who want to know more about you, where can they contact you, where can they contact you?

[01:11:10] All right, well look, that is my email Luis Sierra at plus erp dot com and through my LinkedIn profile. Of course you can. You can address the concern and anything else to the department or to the person who is the appropriate person to resolve it.

[01:11:31] Well, thank you very much again to everyone who listens to us in Supply chain or in Spanish. Again Enrique Álvarez. If you like this kind of conversations, please don’t forget to subscribe and have a nice day. See you later.

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Luis Sierra has over 27 years of airline experience. In late 2018, he spun off MasAir from Latam Airlines Group, tagging in on with Discovery Americas (a leading Mexican private equity fund). Since then he has been implementing a strong business plan and strategy to become a global air cargo player through new aircraft and global footprint. Connect with Luis on LinkedIn.

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Enrique Alvarez

Host, Logistics with Purpose

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Adrian Purtill

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Adrian Purtill serves as Business Development Manager at Vector Global Logistics, where he consults with importers and exporters in various industries to match their specific shipping requirements with the most effective supply chain solutions. Vector Global Logistics is an asset-free, multi-modal logistics company that provides exceptional sea freight, air freight, truck, rail, general logistic services and consulting for our clients. Our highly trained and professional team is committed to providing creative and effective solutions, always exceeding our customer’s expectations and fostering long-term relationships. With more than 20+ years of experience in both strategy consulting and logistics, Vector Global Logistics is your best choice to proactively minimize costs while having an exceptional service level.

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Joshua is a student from Institute of Technology and Higher Education of Monterrey Campus Guadalajara in Communication and Digital Media. His experience ranges from Plug and Play México, DearDoc, and Nissan México creating unique social media marketing campaigns and graphics design. Joshua helps to amplify the voice of supply chain here at Supply Chain Now by assisting in graphic design, content creation, asset logistics, and more.  In his free time he likes to read and write short stories as well as watch movies and television series.

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As the founder and CEO of Supply Chain Now, you might say Scott is the voice of supply chain – but he’s too much of a team player to ever claim such a title. One thing’s for sure: he’s a tried and true supply chain expert. With over 15 years of experience in the end-to-end supply chain, Scott’s insights have appeared in major publications including The Wall Street Journal, USA Today, and CNN. He has also been named a top industry influencer by Thinkers360, ISCEA and more.

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Allison Krache Giddens has been with Win-Tech, a veteran-owned small business and aerospace precision machine shop, for 15 years, recently buying the company from her mentor and Win-Tech’s Founder, Dennis Winslow. She and her business partner, John Hudson now serve as Co-Presidents, leading the 33-year old company through the pandemic.

She holds undergraduate degrees in psychology and criminal justice from the University of Georgia, a Masters in Conflict Management from Kennesaw State University, a Masters in Manufacturing from Georgia Institute of Technology, and a Certificate of Finance from the University of Georgia. She also holds certificates in Google Analytics, event planning, and Cybersecurity Risk Management from Harvard online. Allison founded the Georgia Chapter of Women in Manufacturing and currently serves as Treasurer. She serves on the Chattahoochee Technical College Foundation Board as its Secretary, the liveSAFE Resources Board of Directors as Resource Development Co-Chair, and on the Leadership Cobb Alumni Association Board as Membership Chair and is also a member of Cobb Executive Women. She is on the Board for the Cobb Chamber of Commerce’s Northwest Area Councils. Allison runs The Dave Krache Foundation, a non-profit that helps pay sports fees for local kids in need.

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When rapid-growth technology companies, venture capital and private equity firms are looking for advisory, they call Greg – a founder, board director, advisor and catalyst of disruptive B2B technology and supply chain. An insightful visionary, Greg guides founders, investors and leadership teams in creating breakthroughs to gain market exposure and momentum – increasing overall company esteem and valuation.

Greg is a founder himself, creating Blue Ridge Solutions, a Gartner Magic Quadrant Leader in cloud-native supply chain applications, and bringing to market Curo, a field service management solution. He has also held leadership roles with Servigistics (PTC) and E3 Corporation (JDA/Blue Yonder). As a principal and host at Supply Chain Now, Greg helps guide the company’s strategic direction, hosts industry leader discussions, community livestreams, and all in addition to executive producing and hosting his original YouTube channel and podcast, TEChquila Sunrise.

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Chris Barnes

Principal, Supply Chain Now
Host of Supply Chain is Boring

Talk about world-class: Chris is one of the few professionals in the world to hold CPIM-F, CLTD-F and CSCP-F designations from ASCM/APICS. He’s also the APICS coach – and our resident Supply Chain Doctor. When he’s not hosting programs with Supply Chain Now, he’s sharing supply chain knowledge on the APICS Coach Youtube channel or serving as a professional education instructor for the Georgia Tech Supply Chain & Logistic Institute’s Supply Chain Management (SCM) program and University of Tennessee-Chattanooga Center for Professional Education courses.

Chris earned a BS in Industrial Engineering from Bradley University, an MBA with emphasis in Industrial Psychology from the University of West Florida, and is a Doctoral in Supply Chain Management candidate.

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Karin Bursa

Host of TEKTOK

If there’s one Supply Chain ‘Pro to Know,’ it’s Karin. She’s earned the title for three years and counting – culminating in her designation as the “2020 Supply Chain Pro to Know of the Year.” Karin is also an award-winning digital supply chain, business strategy and technology marketing executive. A sought-after speaker at industry conferences, you will find her quoted in a variety of supply chain publications – and active in forums like ASCM/APICS and CSCMP.

With more than 25 years of supply chain experience, Karin spearheaded strategy and marketing for Gartner Magic Quadrant Leader and IDC MarketScape Leader, Logility. Karin has the heart of a teacher and has helped nearly 1,000 customers transform their businesses and tell their success stories. Today, she is a sought-after advisor helping high-growth B2B technology companies with everything from defining their unique value propositions to introducing new products and capturing customer success. No matter their goals, she makes sure her clients have actionable marketing strategies that help grow global revenue, market share and profitability.

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Kevin L. Jackson

Host of Digital Transformers

Kevin L. Jackson is a globally recognized Thought Leader, Industry Influencer and Founder/Author of the award winning “Cloud Musings” blog.  He has also been recognized as a “Top 5G Influencer” (Onalytica 2019, Radar 2020), a “Top 50 Global Digital Transformation Thought Leader” (Thinkers 360 2019) and provides strategic consulting and integrated social media services to AT&T, Intel, Broadcom, Ericsson and other leading companies. Mr. Jackson’s commercial experience includes Vice President J.P. Morgan Chase, Worldwide Sales Executive for IBM and SAIC (Engility) Director Cloud Solutions. He has served on teams that have supported digital transformation projects for the North Atlantic Treaty Organization (NATO) and the US Intelligence Community.  Kevin’s formal education includes a MS Computer Engineering from Naval Postgraduate School; MA National Security & Strategic Studies from Naval War College; and a BS Aerospace Engineering from the United States Naval Academy. Internationally recognizable firms that have sponsored articles authored by him include CiscoMicrosoft, Citrix and IBM.  Books include “Click to Transform” (Leaders Press, 2020), “Architecting Cloud Computing Solutions” (Packt, 2018), and “Practical Cloud Security: A Cross Industry View” (Taylor & Francis, 2016). He also delivers online training through Tulane UniversityO’Reilly MediaLinkedIn Learning, and Pluralsight.  Mr. Jackson retired from the U.S. Navy in 1994, earning specialties in Space Systems EngineeringCarrier Onboard Delivery Logistics and carrier-based Airborne Early Warning and Control. While active, he also served with the National Reconnaissance Office, Operational Support Office, providing tactical support to Navy and Marine Corps forces worldwide.

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Enrique Alvarez

Host of Logistics with Purpose and Supply Chain Now en Español

Enrique serves as Managing Director at Vector Global Logistics and believes we all have a personal responsibility to change the world. He is hard working, relationship minded and pro-active. Enrique trusts that the key to logistics is having a good and responsible team that truly partners with the clients and does whatever is necessary to see them succeed. He is a proud sponsor of Vector’s unique results-based work environment and before venturing into logistics he worked for the Boston Consulting Group (BCG). During his time at BCG, he worked in different industries such as Telecommunications, Energy, Industrial Goods, Building Materials, and Private Banking. His main focus was always on the operations, sales, and supply chain processes, with case focus on, logistics, growth strategy, and cost reduction. Prior to joining BCG, Enrique worked for Grupo Vitro, a Mexican glass manufacturer, for five years holding different positions from sales and logistics manager to supply chain project leader in charge of five warehouses in Colombia.

He has an MBA from The Wharton School of Business and a BS, in Mechanical Engineer from the Technologico de Monterrey in Mexico. Enrique’s passions are soccer and the ocean, and he also enjoys traveling, getting to know new people, and spending time with his wife and two kids, Emma and Enrique.

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Kelly Barner

Host of Dial P for Procurement

Kelly is the Owner and Managing Director of Buyers Meeting Point and MyPurchasingCenter. She has been in procurement since 2003, starting as a practitioner and then as the Associate Director of Consulting at Emptoris. She has covered procurement news, events, publications, solutions, trends, and relevant economics at Buyers Meeting Point since 2009. Kelly is also the General Manager at Art of Procurement and Business Survey Chair for the ISM-New York Report on Business. Kelly has her MBA from Babson College as well as an MS in Library and Information Science from Simmons College and she has co-authored three books: ‘Supply Market Intelligence for Procurement Professionals’, ‘Procurement at a Crossroads’, and ‘Finance Unleashed’.

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Mary Kate Soliva

Host, Veteran Voices

Mary Kate Soliva is a veteran of the US Army and cofounder of the Guam Human Rights Initiative. She is currently in the Doctor of Criminal Justice program at Saint Leo University. She is passionate about combating human trafficking and has spent the last decade conducting training for military personnel and the local community.

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Jeff Miller

Host

Jeff Miller is the host of Supply Chain Now’s Supply Chain is the Business.  Jeff is a digital business transformation and supply chain advisor with deep expertise in Industry 4.0, ERP, PLM, SCM, IoT, AR and related technologies. Through more than 25 years of industry and consulting experience, he has worked with many of the world’s leading product and service companies to achieve their strategic business and supply chain goals, creating durable business value for organizations at the forefront of technology and business practices. Jeff is the managing director for North America at Transition Technologies PSC, a global solution integrator, and the founder and managing principal of BTV Advisors, a firm that helps companies secure business transformation value from digital supply chain technologies and their breakthrough capabilities.

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Amanda Luton

Chief Marketing Officer

Amanda is a marketing veteran and entrepreneur with over 15 years of experience across a variety of industries and organizations including Von Maur, Anthropologie, AmericasMart Atlanta, and Children’s Healthcare of Atlanta. In 2016, Amanda founded and grew the Magnolia Marketing Group into a successful digital media firm, and now she develops modern marketing strategies, social campaigns, innovative operational processes, and implements creative content initiatives for Supply Chain Now. But that’s just the beginning of her supply chain impact. Amanda also served as the VP of Information Systems and Webmaster on the Board of Directors for APICS Savannah for several years, and is the face behind the scenes welcoming you to every Supply Chain Now livestream! She was also recently selected as one of the Top 100 Women in Supply Chain by Supply Chain Digest and IBM.  When she’s not leading the Supply Chain Now marketing team, you can find Amanda with her and her husband Scott’s three kids, in the kitchen cooking, or reading.

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Clay Phillips

Business Development Manager

Clay is passionate about two things: supply chain and the marketing that goes into it. Recently graduated with a degree in marketing at the University of Georgia, Clay got his start as a journalism major and inaugural member of the Owl’s football team at Kennesaw State University – but quickly saw tremendous opportunity in the Terry College of Business. He’s already putting his education to great use at Supply Chain Now, assisting with everything from sales and brand strategy to media production. Clay has contributed to initiatives such as our leap into video production, the guest blog series, and boosting social media presence, and after nearly two years in Supply Chain Now’s Marketing Department, Clay now heads up partnership and sales initiatives with the help of the rest of the Supply Chain Now sales team.

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Trisha Cordes

Administrative Assistant

Trisha is new to the supply chain industry – but not to podcasting. She’s an experienced podcast manager and virtual assistant who also happens to have 20 years of experience as an elementary school teacher. It’s safe to say, she’s passionate about helping people, and she lives out that passion every day with the Supply Chain Now team, contributing to scheduling and podcast production.

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Billy Taylor

Host of Dial P for Procurement

Billy Taylor is a Proven Business Excellence Practitioner and Leadership Guru with over 25 years leading operations for a Fortune 500 company, Goodyear. He is also the CEO of LinkedXL (Excellence), a Business Operating Systems Architecting Firm dedicated to implementing sustainable operating systems that drive sustainable results. Taylor’s achievements in the industry have made him a Next Generational Lean pacesetter with significant contributions.

An American business executive, Taylor has made a name for himself as an innovative and energetic industry professional with an indispensable passion for his craft of operational excellence. His journey started many years ago and has worked with renowned corporations such as The Goodyear Tire & Rubber Co. (GT) leading multi-site operations. With over 3 decades of service leading North America operations, he is experienced in a deeply rooted process driven approach in customer service, process integrity for sustainability.

A disciple of continuous improvement, Taylor’s love for people inspires commitment to helping others achieve their full potential. He is a dynamic speaker and hosts "The Winning Link," a popular podcast centered on business and leadership excellence with the #1 rated Supply Chain Now Network. As a leadership guru, Taylor has earned several invitations to universities, international conferences, global publications, and the U.S. Army to demonstrate how to achieve and sustain effective results through cultural acceptance and employee ownership. Leveraging the wisdom of his business acumen, strong influence as a speaker and podcaster Taylor is set to release "The Winning Link" book under McGraw Hill publishing in 2022. The book is a how-to manual to help readers understand the management of business interactions while teaching them how to Deine, Align, and Execute Winning in Business.

A servant leader, Taylor, was named by The National Diversity Council as one of the Top 100 Diversity Officers in the country in 2021. He features among Oklahoma's Most Admired CEOs and maintains key leadership roles with the Executive Advisory Board for The Shingo Institute "The Nobel Prize of Operations" and The Association of Manufacturing Excellence (AME); two world-leading organizations for operational excellence, business development, and cultural learning.  He is also an Independent Director for the M-D Building Products Board, a proud American manufacturer of quality products since 1920.

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Chantel King

Social Media Manager

My name is Chantel King and I am the Social Media Specialist at Supply Chain Now. My job is to make sure our audience is engaged and educated on the abundant amount of information the supply chain industry has to offer.

Social Media and Communications has been my niche ever since I graduated from college at The Academy of Art University in San Francisco. No, I am not a West Coast girl. I was born and raised in New Jersey, but my travel experience goes way beyond the garden state. My true passion is in creating editorial and graphic content that influences others to be great in whatever industry they are in. I’ve done this by working with lifestyle, financial, and editorial companies by providing resources to enhance their businesses.

Another passion of mine is trying new things. Whether it’s food, an activity, or a sport. I would like to say that I am an adventurous Taurus that never shies away from a new quest or challenge.

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Lori Sofian

Marketing Coordinator

Lori is currently completing a degree in marketing with an emphasis in digital marketing at the University of Georgia. When she’s not supporting the marketing efforts at Supply Chain Now, you can find her at music festivals – or working toward her dream goal of a fashion career. Lori is involved in many extracurricular activities and appreciates all the learning experiences UGA has brought her.

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Katherine Hintz

Sales and Marketing Coordinator

Katherine is a marketing professional and MBA candidate who strives to unite her love of people with a passion for positive experiences. Having a diverse background, which includes nonprofit work with digital marketing and start-ups, she serves as a leader who helps people live their most creative lives by cultivating community, order, collaboration, and respect. With equal parts creativity and analytics, she brings a unique skill set which fosters refining, problem solving, and connecting organizations with their true vision. In her free time, you can usually find her looking for her cup of coffee, playing with her puppy Charlie, and dreaming of her next road trip.

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Ben Harris

Host

Ben Harris is the Director of Supply Chain Ecosystem Expansion for the Metro Atlanta Chamber. Ben comes to the Metro Atlanta Chamber after serving as Senior Manager, Market Development for Manhattan Associates. There, Ben was responsible for developing Manhattan’s sales pipeline and overall Americas supply chain marketing strategy. Ben oversaw market positioning, messaging and campaign execution to build awareness and drive new pipeline growth. Prior to joining Manhattan, Ben spent four years with the Georgia Department of Economic Development’s Center of Innovation for Logistics where he played a key role in establishing the Center as a go-to industry resource for information, support, partnership building, and investment development. Additionally, he became a key SME for all logistics and supply chain-focused projects. Ben began his career at Page International, Inc. where he drove continuous improvement in complex global supply chain operations for a wide variety of businesses and Fortune 500 companies. An APICS Certified Supply Chain Professional (CSCP), Ben holds an Executive Master’s degree in Business Administration (EMBA) and bachelor’s degree in International Business (BBA) from the Terry College at the University of Georgia.

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Page Siplon

Host, The Freight Insider

Prior to joining TeamOne Logistics, Page Siplon served as the Executive Director of the Georgia Center of Innovation for Logistics, the State’s leading consulting resource for fueling logistics industry growth and global competitiveness. For over a decade, he directly assisted hundreds of companies to overcome challenges and capitalize on opportunities related to the movement of freight. During this time, Siplon was also appointed to concurrently serve the State of Georgia as Director of the larger Centers of Innovation Program, in which he provided executive leadership and vision for all six strategic industry-focused Centers. As a frequently requested keynote speaker, Siplon is called upon to address a range of audiences on unique aspects of technology, workforce, and logistics. This often includes topics of global and domestic logistics trends, supply chain visibility, collaboration, and strategic planning. He has also been quoted as an industry expert in publications such as Forbes, Journal of Commerce, Fortune, NPR, Wall Street Journal, Reuters, American Express, DC Velocity, Area Development Magazine, Site Selection Magazine, Inbound Logistics, Modern Material Handling, and is frequently a live special guest on SiriusXM’s Road Dog Radio Show. Siplon is an active industry participant, recognized by DC Velocity Magazine as a “2012 Logistics Rainmaker” which annually identifies the top-ten logistics professionals in the Nation; and named a “Pro to Know” by Supply & Demand Executive Magazine in 2014. Siplon was also selected by Georgia Trend Magazine as one of the “Top 100 Most Influential Georgians” for 2013, 2014, and 2015. He also serves various industry leadership roles at both the State and Federal level. Governor Nathan Deal nominated Siplon to represent Georgia on a National Supply Chain Competitiveness Advisory Committee, where he was appointed to a two-year term by the U.S. Secretary of Commerce and was then appointed to serve as its vice-chairman. At the State level, he was selected by then-Governor Sonny Perdue to serve as lead consultant on the Commission for New Georgia’s Freight and Logistics Task Force. In this effort, Siplon led a Private Sector Advisory Committee with invited executives from a range of private sector stakeholders including UPS, Coca-Cola, The Home Depot, Delta Airlines, Georgia Pacific, CSX, and Norfolk Southern. Siplon honorably served a combined 12 years in the United States Marine Corps and the United States Air Force. During this time, he led the integration of encryption techniques and deployed cryptographic devices for tactically secure voice and data platforms in critical ground-to-air communication systems. This service included support for all branches of the Department of Defense, multiple federal security agencies, and aiding NASA with multiple Space Shuttle launches. Originally from New York, Siplon received both a bachelor’s and master’s degree in electrical and computer engineering with a focus on digital signal processing from the Georgia Institute of Technology. He earned an associate’s degree in advanced electronic systems from the Air Force College and completed multiple military leadership academies in both the Marines and Air Force. Siplon currently lives in Cumming, Georgia (north of Atlanta), with his wife Jan, and two children Thomas (19) and Lily (15).

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Kristi Porter

Host, Logistics with Purpose

Kristi Porter is VP of Sales and Marketing at Vector Global Logistics, a company that is changing the world through supply chain. In her role, she oversees all marketing efforts and supports the sales team in doing what they do best. In addition to this role, she is the Chief Do-Gooder at Signify, which assists nonprofits and social impact companies through copywriting and marketing strategy consulting. She has almost 20 years of professional experience, and loves every opportunity to help people do more good.

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Kevin Brown

Host, Logistics with Purpose

Kevin Brown is the Director of Business Development for Vector Global Logistics.  He has a dedicated interest in Major Account Management, Enterprise Sales, and Corporate Leadership. He offers 25 years of exceptional experience and superior performance in the sales of Logistics, Supply Chain, and Transportation Management. Kevin is a dynamic, high-impact, sales executive and corporate leader who has consistently exceeded corporate goals. He effectively coordinates multiple resources to solution sell large complex opportunities while focusing on corporate level contacts across the enterprise. His specialties include targeting and securing key accounts by analyzing customer’s current business processes and developing solutions to meet their corporate goals. Connect with Kevin on LinkedIn.

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Sofia Rivas Herrera

Host, Supply Chain Now en Espanol

Sofia Rivas Herrera is a Mexican Industrial Engineer from Tecnologico de Monterrey class 2019. Upon graduation, she earned a scholarship to study MIT’s Graduate Certificate in Logistics and Supply Chain Management and graduated as one of the Top 3 performers of her class in 2020. She also has a multicultural background due to her international academic experiences at Singapore Management University and Kühne Logistics University in Hamburg. Sofia self-identifies as a Supply Chain enthusiast & ambassador sharing her passion for the field in her daily life.

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Jose Miguel Irarrazaval

Host, Logistics with Purpose

Jose Manuel Irarrazaval es parte del equipo de Vector Global Logistics Chile. José Manuel es un gerente experimentado con experiencia en finanzas corporativas, fusiones y adquisiciones, financiamiento y reestructuración, inversión directa y financiera, tanto en Chile como en el exterior. José Manuel tiene su MBA de la Universidad de Pennsylvania- The Wharton School. Conéctese con Jose Manuel en LinkedIn.

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Demo Perez

Host, Supply Chain Now en Espanol

Demo Perez started his career in 1997 in the industry by chance when a relative asked him for help for two just weeks putting together an operation for FedEx Express at the Colon Free Zone, an area where he was never been but accepted the challenge. Worked in all roles possible from a truck driver to currier to a sales representative, helped the brand introduction, market share growth and recognition in the Colon Free Zone, at the end of 1999 had the chance to meet and have a chat with Fred Smith ( FedEx CEO), joined another company in 2018 who took over the FedEx operations as Operations and sales manager, in 2004 accepted the challenge from his company to leave the FedEx operations and business to take over the operation and business of DHL Express, his major competitor and rival so couldn’t say no, by changing completely its operation model in the Free Zone. In 2005 started his first entrepreneurial journey by quitting his job and joining two friends to start a Freight Forwarding company. After 8 months was recruited back by his company LSP with the General Manager role with the challenge of growing the company and make it fully capable warehousing 3PL. By 2009 joined CSCMP and WERC and started his journey of learning and growing his international network and high-level learning. In 2012 for the first time joined a local association ( the Panama Maritime Chamber) and worked in the country’s first Logistics Strategy plan, joined and lead other associations ending as president of the Panama Logistics Council in 2017. By finishing his professional mission at LSP with a company that was 8 times the size it was when accepted the role as GM with so many jobs generated and several young professionals coached, having great financial results, took the decision to move forward and start his own business from scratch by the end of 2019. with a friend and colleague co-founded IPL Group a company that started as a boutique 3PL and now is gearing up for the post-Covid era by moving to the big leagues.

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Kim Winter

Host, Supply Chain Now

The founder of Logistics Executive Group, Kim Winter delivers 40 years of executive leadership experience spanning Executive Search & Recruitment, Leadership Development, Executive Coaching, Corporate Advisory, Motivational Speaking, Trade Facilitation and across the Supply Chain, Logistics, 3PL, E-commerce, Life Science, Cold Chain, FMCG, Retail, Maritime, Defence, Aviation, Resources, and Industrial sectors. Operating from the company’s global offices, he is a regular contributor of thought leadership to industry and media, is a professional Master of Ceremonies, and is frequently invited to chair international events.

He is a Board member of over a dozen companies throughout APAC, India, and the Middle East, a New Zealand citizen, he holds formal resident status in Australia and the UAE, and is the Australia & New Zealand representative for the UAE Government-owned Jebel Ali Free Zone (JAFZA), the Middle East’s largest Economic Free Zone.

A triathlete and ex-professional rugby player, Kim is a qualified (IECL Sydney) executive coach and the Founder / Chairman of the successful not for profit humanitarian organization, Oasis Africa (www. oasisafrica.org.au), which has provided freedom from poverty through education to over 8000 mainly orphaned children in East Africa’s slums. Kim holds an MBA and BA from Massey & Victoria Universities (NZ).

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Nick Roemer

Host, Logistics with Purpose

Nick Roemer has had a very diverse and extensive career within design and sales over the last 15 years stretching from China, Dubai, Germany, Holland, UK, and the USA. In the last 5 years, Nick has developed a hawk's eye for sustainable tech and the human-centric marketing and sales procedures that come with it. With his far-reaching and strong network within the logistics industry, Nick has been able to open new avenues and routes to market within major industries in the USA and the UAE. Nick lives by the ethos, “Give more than you take." His professional mission is to make the logistics industry leaner, cleaner and greener.

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Alex Bramley

Sales Support Intern

Alex is pursuing a Marketing degree and a Certificate in Legal Studies at the University of Georgia. As a dual citizen of both the US and UK; Alex has studied abroad at University College London and is passionate about travel and international business. Through her coursework at the Terry College of Business, Alex has gained valuable skills in digital marketing, analytics, and professional selling. She joined Supply Chain Now as a Sales Support Intern where she assists the team by prospecting and qualifying new business partners.

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