[00:00:38] Good morning and welcome to Supply Chain Now in Spanish. My name is Enrique Alvarez and it is a pleasure to be with you in this episode of the new Spanish series today to celebrate this unique opportunity we have. I have a very special guest, a person who is objective, analytical, empathetic and very determined, so I’m sure it will be a very good show and I hope you will join us throughout this new series of Supply Chain Now in Spanish. Before we get started, nothing else, let me remind you to please subscribe to Supply Chain Now on whatever platform you listen to your podcast on. You can also find us on our website at supplychainnow.com and on our YouTube channel. And now if the subscription is free. By the way, so don’t worry, give us a listen and hopefully you won’t miss any of the interesting conversations we’ll be having. Now, without further ado, I present to you Alejandro Mesa. Alex Mesa Alex is the founding partner of Rio Red Partners, an investment vehicle aimed at investing in the logistics and transportation industry based in the United States, but focused on finding solutions that facilitate trade between Mexico and the United States. Alex Very, very good morning. How are you? Thank you very much for being here. Our first guest, the guest of honor of this new series.
[00:02:11] How are you doing, Enrique? Good morning and thank you very much for the invitation, eh? It is with great, great pleasure, to be here talking and being the privileged first guest. The first
[00:02:25] Victim. Power, as Anne Frank said, was born. This is a first for me too. So I expect it’s going to be an interesting conversation and I appreciate you giving us some of your time. I know you’re very busy. Before you start, if you want, talk a bit more about your company and your career, career and bio ref. If you want, tell us a little more about yourself as an individual or as a person where you grew up a couple of anecdotes from your childhood.
[00:02:52] Ah, yes, yes. Well, look, eh. I was born in Tampico, Tampico, Tamaulipas. It exists in most of my family. He’s from there, from Tampico. So I was born and raised and was in Tampico until the third grade of Elster High School. And then from there we went to live in the United States, where I went to high school for a couple of years and then I finished college. In Mexico he finished the Concepts East career, because it has been a life between Mexico and the United States since he was very young, formed by some interesting experiences derived from learning and living the culture in both parts of Mexico and the United States and it has been a very cool experience that has helped me to form me as a person, as a professional, as a family man, etcetera, etcetera, etcetera.
[00:04:06] I’m guessing you have family in Mexico, then?
[00:04:09] Yes, he and most of my family are still in Mexico, Tampico in particular. My mom and stepfather come from Texas, they left Tampico about 20 years ago when I was going to leave Tampico, because my stepfather is American. Then they decided to emigrate from Tampico and went to the border in Harlin. There’s a retirement community, so they’re very comfortable out there on a golf course this one from passing us the plane.
[00:04:43] No Alexy, tell us a little bit who when you were growing up I tell you with those experiences in the two countries. Anyone, any experience or mentors? Something that you remember that has marked you a little bit in your first stages of your professional career.
[00:05:01] Well, look, it was me. I’ve got you. I started working in 96, so imagine. In that time I have met many people, I have had many people to whom I have reported, many people who have reported to me and from everyone you learn a little, you don’t learn about everything, you don’t learn what to do, you also learn not to do this, which is equally, a little more valuable than wanting to, than what to do, no? So eh? I started in this, the logistics, a little bit of me, as luck or a little casuistry, no? I believe that I am the driving force of the last generations to enter logistics, perhaps because of this somewhat bumpy ride. I think that before, when I started in logistics, the logistician profile was the guy who was in a company, they saw that he was a quick thinker and a problem solver. You are going to logistics by. Tremolar bunch of isus, eh? And that has changed a lot. Mos in the last 15 years. Now there are already careers, therefore, destined to Supply Chain logistics or programs in the United States, even in Mexico, specialized, focused on training people with the premises and so on. Then I studied administration this Sena, United States Academy, Mexico and around ’96.
[00:06:41] E atonal at the World Cup in
[00:06:44] No nlt possibility for P 98 plan the Atlanta Olympics in ninety-six I am already in my last semester. The last semester was to do scope thesis. Then check out a very curious loaf of bread at EGE in Tampico. This one eh? For there is a petrochemical corridor. Don’t you know me? Generally those who are yank good semester are looking for internships and there was a petrochemical company in Tampico that was like the internship that everyone wanted, right? So this one was just a couple of guys. Then this I had the luck felt mine. He had worked there a long time ago. He used to work for that company in the United States and finds it difficult to speak. Isn’t this guy elaire here how can I help? A surveyor and an interview. And even Anthy East. Yes, yes, you were chosen by mortals, weren’t you? Ferrigno, like this
[00:07:42] All you need is one. The MD Opportunity
[00:07:45] That it is for me to open the door. Then I go and interview. Neither this and then the luck that I am offered this practice finance department, this and almo at the same time a friend of mine and you hear this this these Helmuth around the of the
[00:08:07] Mid-November. I think your microphone might be hitting the latch or something.
[00:08:11] What
[00:08:12] Sometimes it sounds like averme young. It’s better if I can’t hear you well, but sometimes you can hear a little bit of the friction noise between the
[00:08:21] Microphone and talked simply to see if so
[00:08:24] But not another one continues alas, sorry for the
[00:08:26] Notte, I was telling you that at the same time it belongs to a very good friend of mine. It occurs to you this makes a few applications to go to work the Bicing Gault Summers in the here in Cancun do not
[00:08:42] It sounds even more interesting than the industrial
[00:08:45] Typical that very curious because I do the interview and and we do the application for Club Med this eh? So, first they tell us about the Med club, that we should come to work, and a week later they tell me about Dupont and Jolyne. I did not mean the Pste, we can not,
[00:09:08] We can’t help it.
[00:09:10] Doral tell us of the company is petrochemical and is Temiesen Salette we accept you, come to work this week. So this post had there the tie the very difficult decision what I do, like do I go to Club Med, to this to pass towels in the pool eiste or do I go to the finance department of this company. So this is why I already talked with mom Emmys and Emmys look at you closely. Is that your uncle at the hotel did you the favor of giving you an interview.
[00:09:44] Telling moms don’t swim.
[00:09:47] Then he tells me you know what no, this post is your decision, but mom I know that the consciential, of course. Well finally and if not then no way I had to turn it down. I went to Club Med and stayed in the Finance department. It is that finally this test I imagined it much more educational and at the end of the day I believe that as many happens before as practitioners depose, put it file this at that time frosted a lot. So a week later eh. A patron speaks Seixas that Starbucks is fine, a young man from the south razzia Altamira and are excited people for operations varnish ibu vogt. Are you interested in the oalle? You already do a job, not an internship? No, total. I go over there and talk to the man who was the director of the American Jom Pecho Americano this month. Hey, look, we need people for administrative operations. Don’t you know that I am more of an administrative person and he says no, I have you more with a face of operations of arrasen this moishe and I am looking for three things have not obstan a person who speaks English of a person and who learns fast this and a person with a lot of experience in the automotive industry. I say post two out of three, not having a clue, which is not bad. Then this one because even to this the principescos I learned it in boy this one I have the facility, to learn fast and everything else I learn it also I love the cars and others. Then I finally stayed, he made me operation manager even without any experience. I was 23 years old when Steve gave me the responsibility of managing a terminal of import and export of automobiles that had this livestock company representing the street vehicles operating in Mexico exported this year to the outside with
[00:12:04] With six people you were in charge at the time.
[00:12:06] Well, look, I started at about 15 and then it started
[00:12:11] With 15 since you started without any experience or if you had about 15 people under you. What did you learn? Because that would have been a very good experience.
[00:12:22] Jeux Well look, and this is it. It’s very interesting, you’re not at the east coming in and there are people that 90 percent were older than you, that had experience working and I’m there and you manage. I mean, I think that’s the main issue is this problem solving isn’t it? And I’m about ti1 on how to make it project this to solve problems and then it will be what you learn in college. I mean, you don’t bring any experience, it’s necessary to put together teams for this incentive Argente for then it’s like a very raw experience and surely I must have fallen short in many of these decisions, but finally something that I think works for me is working with people. I believe I can build a good and productive relationship with you. I’m with the people, then this one. I think I brought that. Maybe not naturally, it is not something that those who do kaikki learned it. Beyond the fact that I like dealing with people, I think that part has helped me a lot, it helped me with that moment and through my career some for
[00:13:51] Some mistake that maybe you remember during that stage of your career where you hadn’t managed people in the past this one, but you had the desire to learn or something that you would recommend to Mexico, that a lot of young people this one could be in the same situation that you were in, in a position that maybe even surprises them, right? What do you have? What do you think Arias was about?
[00:14:16] I think Vigon at that time and through my career something he learned a lot is to ask for help. Stre There are people who suddenly. You might think that asking for help is perhaps a sign of incompetence or a sign of low intelligence, and so on. I, Junot, I have never shared that and during various stages of my career I have developed it further, haven’t I? But in the beginning I put pairs asking for help by asking your superiors, your team, your colleagues. I’m like this stylist is not? How do we solve this then? Besides for me especially people who are just starting out I don’t know sometimes I think they feel sorry for me. I tell you Triennial, a jango not to ask for help from this one for fear that they will be branded as not knowing. And I think that ends up hurting them more than helping them. So uh, I would say don’t be embarrassed to ask someone or maybe ten times you ask for help. 7T they say yes or willingly and maybe a little reluctantly and you send this one to fry. It will be Benigno who sends you out the back door and pus no way. There are not that are in this business with all business ácter some, a fairly thick skin, not pa that such things do not take you down or you do not get clear. Don’t be discouraged then.
[00:16:07] Garat No, I wasn’t going to tell you, in fact, to continue. So you started very young. Is this your first foray into the automotive segment? Haven’t you done it before? You had people in your charge and well, tell us about it. Tell us what’s next.
[00:16:22] Well, from there, from there. That same company won a concession to operate a port in Baltimore. Then he came back. Raise your hand the Lockett in my career. Something that has characterized me is that after a period between 3 and 5 years, I’m always trying to find. So, what’s next? What is the next step coming up that can bring me this challenges to this to achieve? So this expedi. I raised my hand. Hey, this is yours. I’m leaving. I’ll help you to open this section. I investigate. He had dual citizenship with his processes. He helped me a lot with immigration issues to stay in the United States and abroad.
[00:17:16] And it was a terminal. You told me a terminal and it was.
[00:17:18] It was a terminal
[00:17:20] For those who may not understand or know exactly what a terminal is in the automotive industry. Particularly that. That. What is it really? What was it that you had to open?
[00:17:34] Whether it was a that’s a distribution center or finally it’s a.. They are very large yards where the two finished vehicles are received. This is prepared for export. It is not the case that they came from import because it prepares them for distribution. This in the country and depending on which customer suddenly there are processes of assembly lites that are made to their cars because some country asks for certain customization, is this that maybe they do not make them within the normal manufacturing process then positi imagine are this the parking lot of the Azteca stadium? You didn’t clarify when you have headquarters we have inventories of 20 25 thousand cars. This one all in one pair. So imagine the control that you have to carry it, that finally the 25000, well 700 go by a means of transport, 1000 go by another disaster and are not not not in bulk, no, it is not this grab them to the 700 cars and is outrageous, is grab the car with the number of the street Windom Kico, Adelt, Ketcham grrrrrrrrr this X-D and then that is an operation that eh. Which can be either very easy or very complex depending on how much control you have. Don’t miss a car est. Here you will find a Hawthorn 25000 Nickel.
[00:19:28] I imagine that it will have happened to you in doubt.
[00:19:31] Sure, sure, that’s all there is to it.
[00:19:33] One by one or what is the strategy?
[00:19:36] Well, look, some people are already getting the hang of it. If you already know what model it is, what color then pos this eh? Then there are no Besòs strategies, 25000 youtubes, nothing but the black suburbs and whatsup per pattern. Then that good, already the best of 25000 more you have to see this 1500 not? But anyway not cytotec to see all those meals I’m got from between this date laisla another date. Well, maybe you already know where is that inventory that allows you to reduce the universe of units.
[00:20:19] In and out. I can imagine so much light coming out. Arrive and you get it by sea or truck by
[00:20:24] All for your railways. The Giorno channel to this aircraft Wolfsburg is
[00:20:30] A very interesting operation and that’s what you were asked yet your 23:25 out there years will open in Baltimore,
[00:20:38] Right? Yes, yes, exactly. Exactly. Then these see interesting because it will be to Wealth another country, this zal already work formally, professionally pose in another country. I’ve worked in the United States, but in the supermarket I’m not exaggerating. I’m doing Stockmann in some other winery, but now I’m already as a team in att busco. Responsibility and more interesting. Then from there. Eh? I am two years this in Pieso CERMI, an Envy in the Universal Oyola, Starlet Nederland E and. But more with the non cockney finance Cocca and had Hach. For about five years seal the role well operational, of course. Oh, and set aside a lot of stuff. Not to structure processes. It’s all the continuous quality issues, all the problem solving issues. For all that it’s going to give you a lot of tools, isn’t it? But I was very clear that I wanted this to evolve to have a role in Gerold’s stain you. Then the operational part. I was fortunate enough to get in. Maybe it wasn’t my first. This was not my first e. My first choice. But it was given to me and I took it. And then I got into Envy and part of a little bit more is the financial part, this administration, et cetera.
[00:22:18] And you had it clear from the beginning that you went to the United States or that concern to make a shipment.
[00:22:24] No, no, it was clear to me.
[00:22:25] Yeah, you knew your life plan was clearer in those plans.
[00:22:28] At least that part does not cease to complement my studies and with it was this predetermined world. Structures and foundations. I started it, huh? Very curious. Already in MS I entered one of the subjects master bisoñé. This Estel is on the board of a company in Baltimore, which was then a subsidiary of Deutsche Bank and 6ue in the Swiss Shaver. And they were dedicated to making political risk credit insurance. With 6what? Well basically, if you wanted to export this computer to China, then your client’s already asks for credit terms and then we take care of insuring the or the company takes care of insuring those accounts receivable from the exporters. Crushing Diamant. So. We’re going to me already a couple of albums genotypes because they do not go to this one. See if they are interested. And I went and. I have no experience in this. Don Sol 100 percent operational, right? But who’s a little girl? Anyway, I was lucky enough to be interviewed by the president of the company who was never in the office and that was my turn. Luckily we studied and this made good click here. Look weird that not everything you accept you will have to learn. I don’t have a pretty broad base in terms of exporting, which was a lot of what they were doing in tiny little terms and otherwise they’re not going to have to teach, are they? This and almost today at OND Sputnik I was offered the position in their global division which was
[00:24:31] Based in Baltimore
[00:24:32] Vaulted based traps. Nice, so this was like the suat tingle of the group wasn’t it? Because they were always looking for people with an international profile ejje por tangere were in charge of coordinating clients and policies of multinational clients. Then for example I got to be Stadler. A client of mine was Apud confirmed then Estrenes then two thousand two six thousand three, as it was not yet done. There was Steve Jobs back, obviously, but it wasn’t yet this what it is that they are now. But I got to hear them present every quarter in Cupertino the results of all of their customer risks in Southeast Asia, China, Mexico, Latin America. So the post gave me an interesting lived experience because you must be dealing with operational people, coordinating railways, ships, and so on. I am now presenting to the comptroller treasurer a little Pirron Cupertino of how his risks are going on. En, en. This is the world.
[00:25:49] From a totally different frolic again. I think that’s the last jumps you’ve had. They have always been known for being open to what you were saying before. I’m a quick learner and ask a lot of questions.
[00:26:01] And of course, and you’re not afraid? What’s that? And that was Winston. A great experience, isn’t it? Because I imagine. But imagine not tests you’re introducing people to you
[00:26:14] And at a very important moment also in the history that your client Klar lost.
[00:26:19] And you read this one while you vercon with you were not 26 27 years old on the scene at this time and see you in green green green. You didn’t mention by the questions suddenly are this cutir abused Johnny Serpent try to grab embassy in your hands today you have to stre so previously you have to have a tanned skin for who? This is a scolding. I’m one of those Stengel’s. These lessons are more for you to learn from and not to bring you down.
[00:26:53] So hey, and a mentor or someone that you remember obviously from my agene, your family, your mom that you mentioned, some mentor that helped you a little bit with all of these spins that life throws at you maybe and more so for someone who has a personality like yours, who doesn’t mind trying new things, something viral.
[00:27:12] I think it’s obviously the same and my parents have just given me good, good guidance, obviously very, very general guidance in terms of character, in terms of integrity, principles. Professionally I post in my entire career you have had several people at that time on the inside part of the credit insurance, your political agreement two people, a Dutch stre and another Swedish. Y. One of the things I learned a lot was that they had an ability to synthesize information, not a bunch of information and slide it in and focus on the two or three little things that impacted the rest. The decision. Search all of a sudden, how are you? Maybe he’s just getting started. He grabs his universe of information and all of a sudden. You realize that, I mean, you don’t even know where the door is anymore, you don’t even know where the exit is. No, of course, because that’s too much information then, eh? I remember them helping me. They helped a lot to look for the bottom of the problems, not the root causes of the problem and they were very good or very experienced and they had a very, very punctual ability, not to grasp a complex problem. Urim I tell you, they messed up the two or three little parts that if it focused you is to do that. The rest was being fitted stride by stride. So that part of it I’ve been trying to use a lot in the rest of my career as a way to grab very broad information problems or CTDs. And instead of being confused, they make your decision making more extreme or less extreme and analytical with your brains to determine where your focus is more. So apart from that, for me it was a very, very important election. Do not bother in dealing with people, as of very high levels. If in favor of many public companies, even where do we have to present them with this? So how were your credit risks going to be that maybe a clientele would stop paying and what would we have to do to cover those risks? It was a very formative part for me,
[00:29:58] I guess it opened up your vision to everyone, didn’t it? If you already had certainly a very good experience between Mexico and the United States and the export part better than here. The risk, the measures of all regions of the world.
[00:30:11] Two things. One, the CAP, I mean. Finally we insured credit risks then to understand how a risk was formed, that is, a fairly extensive training like this, of what are the factors that determine whether a risk is acceptable a
[00:30:32] Second in life and almost
[00:30:33] No doubt he followed. And then this one then. Well, that changed me more or less well. I added the financial perspective, not what she already had in this operation.
[00:30:49] Which one do you like? Which one did you like the most? I imagine they are both of them. Obviously you enjoy them and have them, but at that point in your career. You liked the operational part, a little more the look.
[00:31:01] Of the two Esthela’s The part of what I didn’t like very much. It is this is is trying to solve problems. Then this the operational part gave you a lot more. Maybe the puzzle to put together the part of the part. And it was very. Maybe it’s very transactional, or at least at the levels it was at the time. Then those levels are that. Those challenges became more strategic and therefore more transactional as I moved up the ranks and responsibilities. And the financial part of selling was with this company. It helped me a lot more to develop the strategic part of the common name as it helps me to sell more computers in being in Singapore or in China, and so on. So that part I really liked because obviously the strategic part on the other side was because I didn’t have APPO and then I had other accounts at Caterpillar that had this Dexava Flow Sarg, that were this, that did very different things, of course, but they’re fit. So that part of learning others, other industries, other sectors, what is it that this pushes, what is it that Green pushes, Caterpillar, Antxon Tier, have to my account this to sell more or be more successful. All of that really caught my attention about the talks with some super, super, super executives.
[00:32:47] Intense and ultimately. Somehow you manage to get back to the automotive part, don’t you? Tell us about it.
[00:32:54] Yes? Well, look at that back then, eh? Well, around 2004, eh. The company to work with leaving the university is sold to a capital ampos capital, of course. And at that moment he speaks to us one of the xiste counselors and bisoñé. Erm. We are not interested. That you look into the possibility of going back and running the whole Mexico part of the thing from there. Just the operations part, this is the general manager, this is for Mexico. Then it was. Interesting decision, no, because I had left the administrative operational part. It has changed more the apart, now this one of financial servis, but finally the rest was very interesting. STRANGE as you go from being the team leader in a division to managing a company. Yaten all. Everything, all the departments refueling tatin de
[00:34:15] All over the country, all over the
[00:34:16] Sainsbury Country or. Then this one. Well, I accepted today and I started working as a director.
[00:34:24] And what did it include? It involved going back to Mexico at that time I was
[00:34:29] I was A-7 I had already switched to Mexico credit insurance company. I’m buying a company in Mexico. He had sent me to Monterrey to register. To manage the global part. This then already takes a year Cachitos Mexico, when it resultedad the opportunity to. Return will return to this person. So, then, in two very interesting years, with many. This challenge. Stre and after their two years comes a company called Whalen and they are usually starting their operations in Mexico. Somehow this someone passes them my name and they call me, they say Hey, this kit interests you? He is the CEO or Enis Burgers. In Mexico we bring you a very interesting growth project. It is related to automotive logistics. Eh? And well, talking with consecutive ste of schools for double w, well, this is an interesting position. Then this left this other company me wey this month one to Claire smells like directorgeneral, this contracted country manager smells it around two thousand six. When I arrived there were eleven extra employees in the company, esteee after five exca six years of being with them. This one we had 1100 or so of
[00:36:15] 11 a 1100
[00:36:17] To once a 100. So it was very different challenges. No stre e philosophies e. Very different administrative and organisational. The global company is a Swedish-Norwegian joint venture. And so, then, they are. They are very process-driven, very systems-driven companies. So that part for me was Eckstein, very formative as well to be able to understand the much more organized, much more this process-focused mentality that this company was taking to run their company globally, they didn’t get this lung. At that time sixty, five ships this, but of the sister companies to which today are already merged are. Crandon has over 100 100 in 120 ships, so the operation management systems of the Pozol company are very focused on being able to manage a company with the same systems worldwide, which makes it very important. E n. Very organized, very structured to be able to manage such a large company. So that part for me was very, very interesting to learn. This understand the advantages, the disadvantages too. Because there is no perfect model. IT Crowd. Of course, of course. But hey,
[00:38:03] It’s a great school again, isn’t it? And a very good school. As promised. A very growth. An aggressive growth plan. Exactly. Yes, yes, yes, yes. I imagine they were successful in penetrating the eastern Mexican market.
[00:38:16] Yes, yes, yes, yes, they were. They were. This post was a lot of stone-picking. It is not clear. And lots and lots of bisnes to see it as much business development.
[00:38:27] From this today your main function then became a little more sales.
[00:38:32] Well, look, it was general. Of course it was certainly the business development part was paramount. But of course, not only the service part, the financial part or everything. Everything became an east. A very complete opportunity, not to continue as growing this in. In that evolution I wanted me, Μαρία to work for. To get Gerald to smear you.
[00:39:06] Yeison Digesto about five years. We are already talking about
[00:39:10] 2006 2012, 12
[00:39:12] 13,
[00:39:13] 6 12 in 2012, eh? I have the idea of buying a godmother company in Mexico. It’s just that at that moment
[00:39:28] Could you explain a little more about what
[00:39:31] If the godmother house, a godmother company, are those trucking companies that are engaged in transporting automobiles on Over the Road highway? So, if you imagine the tractor-trailer trucks as wings on the back.
[00:39:48] Those are the two-story ones.
[00:39:49] And those are the bacrim SAC.
[00:39:51] So in the company that includes Osona plus the tractor or includes both.
[00:39:57] Or both of us are the
[00:40:00] Special Obstaculice. Ah, they are not. They cannot be unhooked.
[00:40:04] No, they are not linked to each other. Textile Igi and the 2-O. In other words, the two parties form a team, they form a team. So at that moment I saw the opportunity of this market.
[00:40:19] Of and you wanted this also of hundred in. In the talk that you are a person who likes to plan, you are structured and that you had it in mind at some point. Being an entrepreneur and also buying your own company or is this more out there?
[00:40:33] Don’t you always know that? I think Totó my whole career went as it developed. What was clear to me is that. I wanted to work to eventually buy an aged vulnerability and start or buy a company on my own. East and. Ideas. Develop it. Set up in. Well, what I have learned during my career. Do not try to. It is to grow. Generate more bad. C15 traumatized. So that’s part of it. It was always kind of forming within my career and as I was taking opportunities that were always focused on Zara a s a s a s a s to that noodle goal.
[00:41:27] Eventually it’s key to what you’re doing now. And well, I don’t want to get ahead of myself, I know we’re going to talk about it, but what exactly is it? It gives again, it turns and turns again
[00:41:37] Fuser as we used to say.
[00:41:39] Well, that’s not
[00:41:40] It’s a concept, it’s a little bit the culmination of a career or a plan of evolution. A race that premieres.
[00:41:49] But hey, you buy the godmother company, you know you don’t
[00:41:52] Same, but I didn’t buy it e me. When I was developing the business plan, I started looking for funding sources from this common contact with the owner of the largest company at the time. Of this type of transport, Mike is called a charcuterie. And we talked, I told you my idea, the market opportunity, etcetera. He liked the idea very much, but he also liked very much mitar filmo and then in that moment trochas Cuthbert this as he had long lacquered to buy three years ago and estri was looking for. At that time then bring people to the team with a similar profile to mine, with khlyen with maybe this one. Professional experience very, very done then and we did very, very good click The pussy Guillot exter and told him look what do you think, yes, yes, I like the idea, but you better come work with me. And we are partners of ADE, the biggest part of the biggest company and from here you already helped me. Let’s develop it, whatever comes. So this step was in 2012 and already
[00:43:22] Cúper enters as the financial part and they end up buying through the dome. Are they?
[00:43:27] Yes, we ended up buying, we ended up buying into a machine company, a logistics company like Telcel in Mexico. Then this as focused on the part. In 2012 he joined the logistics side of Jack Cowper. Help you structure and establish that part in Mexico. Not yet, not Basquiat anymore. If I don’t come for implantations
[00:43:50] When you get to Atlanta,
[00:43:52] Right. Yeah, I think that’s where we’re at as a symbol. Then I start the logistics part with. With your son-in-law this mini? After a year and a half. I am involved in the check marso off sorry, but already of the holding out of the company this, because I saw and we saw the need to unify development strategies, business, sales, marketing, etc., etc., etc.. So, this is raid 2000. 15. 14. 15. I become Jack Cooper’s most Rockso boy is focused on growing the Shetland Zatanna company. So, then, it’s also something, eh? With a much larger scale to all the expectations it has had before, but very much focused on the business development and strategy side.
[00:44:59] How big is that? It became Yacouba at the time to have a little dimension.
[00:45:04] Well look, I had in mind we’re going to handle 2500 trucks with fifty-two terminals. East 4500.
[00:45:13] It was the biggest. You said to me. Correct?
[00:45:16] Yes, yes, the greatest. Then this one. Well, I see very different challenges, very different in scale, very different. Also. I just saw that, huh? The owner invites me to pass me the operational part, to become dirty in his presentation of the company. The transport company then? Eh? Well, this isn’t it. I go back to the management part, because they are the principles, they are the same principles, they are not in terms of team structure, structuring processes and determining goals and determining capital. This team started indicators, and so on and so forth. because imagine that I put at that level 2015 Aunos Trucks you can’t obviously touch all the employees. I have not put car all the trucks, all the terminals. Then you have to develop a management system where you can have the oversize of the day’s operations without necessarily having to be talking all the time. Then postpone a very cool experience and build that that method of administering is this
[00:46:47] Buying has given you invaluable experience throughout your career and your life. And I wanted to ask you. What do you think? What if you had to choose three basic components that would make a company successful. In other words, you got basically everything. And for those who maybe weren’t paying attention or had to leave in this interview, literally from a supermarket, I said no to the Tampico port, the Baltimore terminal, to the Athletic Credits to Mexico manager, Wahl enios style Yaku per. You’ve literally done every rung in the east organization of a company. What would you consider important?
[00:47:35] Look, I think, uh, there’s a couple of things. Well, they’re not. It’s a lot of things. Summary All in all, I think it is very important to e. That a company is very clear. Your vision. Today I don’t want to sound strictly academic like a textbook. But I have. I have had experiences where? Where all of a sudden e. The company wants to do everything. Well, then, hey. I’m good at all three of these things. And suddenly there have been experiences in an except, but I want to do 7 more. No, then it’s from. I think it’s very important that a company is focused on a very clear vision of what it wants to be and that doesn’t mean they can’t change it or evolve. Sure, but. But does it mean that a company is clear about what problem it wants to solve? Why do I want to solve it? How will it be translated? In value for shareholders and value for all its customers. This environment doesn’t work that out for you, so I think it’s obvious afterwards. The best is so obvious to say it, but in practice it has touched me a couple of times where on one occasion you al-asad the wave, the aprovecharà too much, this ample in another was too much stre bounded and well, finally are perspectives that everyone has. Finally, the owners council has to determine clear for what, where, where we are going to distribute nostres.
[00:49:39] It is key that you are clear about where you are going, even if it evolves, but the vision is to prioritize the points. That would be the first point that you would say that
[00:49:49] Another clear one for me. Then the second part plus second part is the same. More important is the team you surround yourself with. Finally. Jellal another. Someone said no, is that people are the most valuable asset of the company, like. And I think that’s partly right and I think I would add the right people are the most important asset in the company, right? Because well, no, in twenty-something years of career I have had to live with very capable people, with people who have not given the width and so I have. Enter. In three more, in between, in between. I think people need to be very clear as a leader of a company. And what do you want from your team, right? And if that team can deliver those results? Sure, if you can’t. What tools can you give them? What training can you give them? But you can’t do that either. Then you have to have someone. You want it to be wide, don’t you? Maybe it’s
[00:51:15] It is difficult. It’s not like. As an entrepreneur, I think recognizing that maybe you have to let someone go is sometimes.
[00:51:24] Well look, it’s hard because of the human part, isn’t it? Because muzzling is telling a person that you’re part of the team is one of the hardest parts of this business.
[00:51:39] But key, as you said science without a doubt. An important moment
[00:51:44] So, huh? And that, the saints, the right people are not the asset. And I think that once you have that clear vision of the company, that you have motivated, motivated people, that you have the right tools. I believe that these two parts generate the third part of the company’s culture. I think the culture of the company is half yours, we’ve talked about it, piling up, that’s super key. And I believe that you can’t have a good company culture if you don’t have a clear vision and if you don’t have the right people in the right places. So I think that those three parts for me all go together. I don’t think you can’t have one without the other two. Sure, for me they are and they are Neilson to Word, general terms, Steiger and so on. But I think light, people who have been in leadership positions and understand. As a performance culture. E. New an organization forward. This is a non-negotiable for me. In the offices I say to the.
[00:53:11] Again, judging by the trajectory that you’ve had, you’ve seen this in different companies, different cultures, different nationalities, Sweden, Norway, USA, Mexico, USA. I think. I think this one, if anyone is not sure yet on these three things. Well, I would trust you and your track record, because I have experienced them in different, in different settings, there are no different scenarios.
[00:53:38] And then those terms are and they are difficult to cheek, to textualize and use them. Sometimes there is culture as you measure it or as of course, as the Scrub, if you do not
[00:53:51] Mine could. I think it is more, I think we could have one of these talks exclusively to talk about each of these issues. Noyce It wouldn’t be the weather. Lark But I want to, I really want to get to what you’re doing now too. So Stefan Single Jack’s Stefan PER Yes, at what point do you say Well, now yes, tell us a little bit which one? What do you do now and what is it? What is your vision of the future for yourself as a person and for your companies?
[00:54:22] Yes. EM As my side I lasted eight years with Yaku, but there came a time where I was matching my with my past experience eh. I think I already determined it. From the fact that my cyclopean was already finished in that accompany us, I decided the the and never, I had never done this in my career, whenever I had changed companies since it has always been like this. Hawthorn and in this case I have what I decided was the. It was to leave me to put in an investment vehicle to build a transport logistics platform. And as you were saying at the beginning, it’s focused on the, on facilitating the areas of opportunity particularly related to trade between Mexico and the United States.
[00:55:33] And that’s Rio Ref. No, this is the river. You filled and dried them from melting, right?
[00:55:39] If this year this year we started in February and in March or recent came all this to the Cobby. So what we are dedicated to talk about, to analyze opportunities for both acquisitions and the best, the insertion of companies. So they come to solve a problem in that niche market of logistics. So, as we have seen a couple of companies this to acquire. And I’ve been looking at other models to start from scratch. So this is an experience and a very different activity. In the sense that you don’t have the day to day, of course, it pulls and pushes you all over the place to run such a big company. So it’s more and more focused on understanding opportunities, analyzing risks, this and understanding where you’re going to go to deploy capital that is equity capital. This yet own more capital from a couple of family office families in the United States than in the fund they are this turning into eleven. Well, they are. They are. It’s a very different day what I do today, something I did years ago.
[00:57:15] I can imagine. Yes, yes, yes, yes. iQui good, but it caught me that you saw an opportunity in the market, beyond the you, wanting to become independent and be an entrepreneur and change things. What? What opportunity or what problem do you think Rio Ref. BA is going to be able to solve or improve?
[00:57:35] Well, look. It is. It is, it is. It is a. An evolving thesis. Sure, every day. This one more derived from the crazy conditions he’s been through.
[00:57:51] It has been a year of great interest.
[00:57:54] Then e. But what we are, uh, what we are very clear about is that the relationship between Mexico and the United States is going to continue to grow. I believe that the ratification of the Free Trade Agreement, formerly NAFTA, was now essential and has given him several. Several conditions were given to the al to the opportunities in the market where. We think and believe that. If they take away the flow of cargo between Mexico and the United States, even the United States Mexico goes to the crecian. The relationship with China between the United States and Mexico with nuts a little bit of ups and downs. I think that Mexico happens to be a much more stable trading partner of the United States, of course, and that’s why we think that the needs to offer logistic services between Mexico and the United States e.. Seamless, Jungkook, as they say now, is is is something very transplanted, apart from that is
[00:59:25] The main difference, not you. I was talking about it before we started the interview, but for those of you who are listening now, that’s an important difference between NAFA and YW. It is simple and
[00:59:37] Right. Correct?
[00:59:39] Which was which? Could you explain a little bit which one? What is the change in that part?
[00:59:44] Well look, uh, there’s actually an O’Clock. The Giusseppe is an amplified version, a little east of the natha. I have no blocks. It can also be this, uh, theme of a
[01:00:02] Yes, that’s the
[01:00:03] Full house do not prohibit, but there are. There are specific, uh, uh, uh, CD issues that occur particularly in the automotive area where the regional content requirements in automotive production go up from sixty-three and a half percent to seventy-five percent. So. Well, those are parts that were not produced. East in the region. Eh. And that Whitby laws here. From the terms given in the approach. The essentials. Well, they will have to be produced in the region. Mexico or States. So that’s all there is to it. Yaún e! Manufacturing momentum associated with them. We think so. What is to be translated. Spray on additional loads. Et cetera. So. Eh. That part. That part is very important. Lo Gaite. A couple of additional e e e e clauses that facilitate trade between Mexico. United States. In the part of. In terms of trucking, the possibility of Mexican trucks being able to go a little further inland is extremely important. In the United States, well, they are. These are ideas that we are now analyzing. Trying to understand where. Where is the opportunity and what can we save. I don’t have one. Thank God for that. Extensive experience working in the United States and working in Mexico. I understand both cultures very well. So. Eh. Then accompany them. He knows American culture very well. Everything well of the or of the other estri. And I think that’s even an important advantage in the development of the thesis that we want. No, no, no,
[01:02:23] No, there is not the slightest doubt that you are not only more than qualified for this, but you really are an expert on the subject. And as you say, I think that as these treaties continue to exist and the need to coexist and grow trade and human relations between countries and borders will continue to be eliminated, whether we like it or not, we like it or not.
[01:02:48] We like it,
[01:02:49] He noted. So there are already two sides, a little bit more nationalistic, a little bit more global, but what we see in the supply chain and in trade and in finance is very clear. So I think it’s a very, very good, very good time for you this. Many congratulations. I’m sure you know you’re going to be very successful and Rio Ref. It is going to become a very important company. In this bilateral treaty between the countries changing a little bit and Jack closing our conversation a little bit. Oh Alex, let’s get back to the coronà Virus quickly. It’s a tough year, isn’t it? Eh? What has this year left you with? How? How do you analyze it now? That. Y. I hope I’m not wrong, but it seems that in the coming months maybe next year we will be a little better, although I know that the situation is still bad. What have we learned as professionals, as entrepreneurs, as human beings, as parents? What leaves you without a crown, virus?
[01:03:52] Well, it’s obviously a very complicated year. I think the most complicated ones. You and I there are many people listening to surely this is remembered in 2009 or when the crash comes, the markets, etcetera, etcetera, etcetera. NT and many events in recent history are coming. This one, this one, no doubt. I think the deck has been one of the most complicated top decks. Top 3 for sure, then eh? Sauerkraut. Chu sees a couple of very interesting things for me. For example, the adaptability of people like this to handle this issue has been an. It was something extraordinary for me. The Elling that change is going to be like offices. Those who can be stories can’t be accusations. It has been IUC I think an issue that has broken a lot of paradigms or in terms of how companies should operate. That will surely subtract a lot from this real estate industry on the commercial and office side. So that part for me is adaptability. In other words, the ability of companies to adapt their business model to stay in business. For me it has been very interesting to see it up close and see how it develops. Not the law. The other part I said is not so much business, but it’s a little bit more human. It is. It is. El. There have been such discrepant results between nations that take certain strategies to combat this virus and others that do not. and implying proactive and positive leadership of certain actions instigated such incredible results that have had until the other time reading chanted chorused have had a population of 52 53 million people. There have been less than six hundred spur deaths due to cubiles of this
[01:06:33] And several of their definitely not definitely. Extremely interesting and good. More for a person who was in charge of measuring risks worldwide. I think yes, this is going to change whatever model you had, not in the past, in terms of risk measurement. Control. Yes, certainly interesting.
[01:06:55] So the art, the leadership and the genes part of action plans to mitigate is obvious. I think this is a lesson worth analyzing, not so much in terms of sovereign or country risk, but in terms of companies as they can. How can the results be so different? Not with the same circumstances. It’s not just a virus that hits everyone. Then this what those two parts me have been very. East. Very interesting to observe them, to see them, to analyze them and well, I hope not twice to notice with the machines this vaccines can be a little bit more, this gentle way towards
[01:07:46] Let’s hope they are. And well, again Alex it’s been a pleasure, I think this could be the first of maybe several episodes if you’re open to it. I think we were left with many, many questions of what I had prepared and I took several notes, so it was very, very interesting to talk with you this one regardless of the fact that we already knew each other and we are good friends. I think this interview has given me information that I never even imagined you would have passed on then. Thank you. A pleasure this one before we go. If people or someone who is not listening to you would like to contact you or have a business opportunity or something interesting for Rio Redes or for you, where? Where can you be contacted? How could people talk to you
[01:08:36] E niaid now this? I think my profile is on LinkedIn. Alex Messa I think it is the most extreme way, fast and this and to be with my contact details. So I’m around, I’d say.
[01:08:51] Perfect, so again thank you very much. And well, thanks to all of you who are listening to this first episode or first chapter of the new Supply Chain OWW series in Spanish. It has been a pleasure and a privilege to have Alex Mesa as our first guest and we hope you enjoyed it. Hopefully they learned as much as I did. I think it was an interview with a very human touch and with certain very practical comments that any of us, regardless of our industry or our experience, could apply this please don’t, don’t forget if you liked this call and want to belong to the Supli Now community. Please follow us. We’re on any platform where you listen to your podcasts. You can also visit us at Supply Chain Ya.com and listen to these interviews on our YouTube channel. Again, many thanks to Alex. This house has presence. My pleasure. And as Bob said, my dads at some point in this life they didn’t get us what’s what you deserve. There isn’t much always. A lot of people say well, it’s just not fair, that’s all. Well no, you don’t really get what you deserve, you get what you manage to negotiate, what you manage to work hard and of course. Well, I think you are a testament to working hard, asking lots of questions, not being afraid to make mistakes and again thank you. I hope everyone enjoyed it and we look forward to seeing you on the next episode of Supply Chain Out.
[01:10:32] Thank you, Enrique. See you later.
[01:10:34] See you later, Alex. Thank you.
