Supply Chain Now en Espanol
Episodio 5

Resumen del Episodio

En este episodio de Supply Chain Now en español, el presentador Enrique Alvarez le da la bienvenida al podcast a Alex Meza, con RioRev Partners. Enrique y Alex hablan sobre crecer en México y Estados Unidos, la experiencia profesional de Alex y el comercio entre los dos países.

Transcripción en Español

[00:00:38] Muy buenos días y les doy la bienvenida a Supli Chai Now en español. Mi nombre es Enrique Álvarez y es un placer estar con ustedes en este primer episodio de la nueva serie en español el día de hoy para celebrar esta oportunidad única que tenemos. Tengo a un invitado muy especial, una persona que es objetiva, analítica, empática y muy determinada, por lo que estoy seguro que será un muy buen show y espero que nos acompañen a lo largo de esta nueva serie de Supli Chain Now en español. Antes de empezar, nada más, déjenme recordarles que se suscriban, por favor, a su Play Chain Now en cualquier plataforma en la que escuchen su podcast. Nos pueden buscar también en nuestra página de Internet en Supli, Cheyney o PuntoCom y o en nuestro canal de YouTube. Y ahora si la suscripción es gratis. Por cierto, así es que no se preocupen, escúchenos y ojalá no se pierda ninguna de las interesantes conversaciones que estaremos teniendo. Ahora sí, sin más preámbulo les presento a Alejandro Mesa. Alex Mesa Alex es el socio fundador de Río Red Partners, un vehículo de inversión destinado a invertir en la industria de logística y transportación con base en Estados Unidos, pero enfocados en buscar soluciones que faciliten el comercio entre México y Estados Unidos. Alex Muy, muy buenos días. Cómo estás? Muchas gracias por ser aquí. Nuestro primer invitado, el invitado de honor de esta nueva serie.

 

[00:02:11] Qué tal, Enrique? Buenos días y muchas gracias por la invitación, eh? Con mucho, con mucho gusto, estar aquí platicando y siendo el privilegiado primer invitado. La primera

 

[00:02:25] Víctima. El poder, así como decía Ana Frank, nació. Este es la primera vez para mí también. Así es que espero que va a ser una conversación interesante y agradezco que nos des algo de tu tiempo. Sé que estás muy ocupado. Antes de empezar, si quieres, habla un poco más de tu empresa y tu carrera, carrera profesional y bio ref. Si quieres, cuéntanos un poco más de ti como individuo o como persona donde creciste un par de anécdotas de tu infancia.

 

[00:02:52] Ah, sí, sí. Pues mira, eh. Yo nací en Tampico, Tampico, Tamaulipas. Existe en la mayoría de mi familia. Es de ahí, de Tampico. Entonces nací y crecí y estuve en Tampico hasta tercero de secundaria Elster. Y luego de ahí nos fuimos a vivir a Estados Unidos, donde hice la prepa un par de años de carrera este y después acabé acadé. En México terminó la carrera Concepts Este, pues ha sido una vida entre México y Estados Unidos desde muy chico que pues nada, formado por unas experiencias interesantes derivado de de aprender y vivir la cultura en las dos partes de en México y en Estados Unidos y pues an ha sido e ha sido una e unas experiencias mouna muy padres skates que me han ayudado a formarme mucho como persona, como profesional, como este padre de familia, etcétera, etcétera.

 

[00:04:06] Me imagino que tú tienes familia en México, entonces

 

[00:04:09] Si todavía este y casi toda mi familia están en Mexico, Tampico en particular. Mi mamá y mi padrastro vienen en Tejas, se salieron de Tampico pues hace como 20 años cuando iba a salir Tampico, pues el padrastro es americano. Entonces decidieron emigrar de Tampico y se fueron a la frontera en Harlin. Hay una comunidad de retirados, entonces están muy a gusto allá en un campo de golf este de pasarnos el avión

 

[00:04:43] No hay Alexy, cuéntanos un poco quién cuando ibas creciendo te digo con esas experiencias en los dos países. Alguien, alguna experiencia o algún mentor? Algo que te acuerdes así que haya marcado un poco tú tus primeras etapas que en tu carrera profesional.

 

[00:05:01] Pues mira, eh sido yo. Te tengo. Empecé a trabajar en 96, entonces, pues imagínate. En ese tiempo he conocido mucha gente, este tenido mucha gente que a la que le he reportado, mucha gente que me ha reportado a mí y pues de todos aprendes un poco, no aprendes de todo, no aprendes qué hacer, aprendes también que no hacer esto, que después es igual, un poco más valioso que querer, que qué hacer, no? Entonces eh? Fíjate que yo empecé en esto, la logística, un poquito de mí, como por suerte o un poco casuísticas, no? Yo creo que yo soy el motor de las últimas generaciones que entran a la logística, a lo mejor por este algo accidentada. Yo creo que anteriormente, cuando yo empecé en la logística, en el perfil de logístico era pues el cuate que estaba en una empresa, vieron que pensaba rápido y resolvía problemas y cionada. Tú te vas a logística por. Tremolar montón de isus, eh? Y eso ha cambiado mucho. Mos en los últimos 15 años. Ahora ya hay carreras, pues, destinadas a la logística Supply Chain o a programas en Estados Unidos, incluso a México, tam especializados, enfocados a formar gente con las premisas y etcétera. Entonces yo estudié administración este Sena, Estados Unidos Academy, Mexico y por ahí del 96

 

[00:06:41] E atonal en el Mundial de

 

[00:06:44] No nlt posibilidad por P 98 plan las Olimpiadas de Atlanta cíen to noventa y seis me este estoy ya en mi último semestre. El último semestre era para hacer tesis de alcance. Entonces fíjate en un muy curioso pan en EGE en Tampico. Este eh? Pues hay un corredor petroquímico. No me conoces? Generalmente los que están yank bueno semestre buscan hacer prácticas y había una compañía petroquímica en Tampico que era como que la práctica este que todo el mundo quería no? Entonces este namás estaban un par de cuates. Entonces este yo tuve la suerte sintió mía. Había trabajado ahí hacía mucho tiempo. Trabajaba en esa compañía en Estados Unidos y le cuesta hablar. No es elaire este tío aquí en qué puedo ayudar? Una topógrafos y una entrevista. Y hasta Anthy este. Sí, sí, te escogieron mortales, no? Ferrigno, así

 

[00:07:42] Lo único que necesitas es una. La oportunidad de MD

 

[00:07:45] Que me es que me abran la puerta. Entonces voy y me entrevista. Ni este y pues la suerte que me ofrecen este la práctica departamento finanzas, este y almo al mismo al mismo tiempo un amigo mío y se oye este estos Helmuth por ahí del de

 

[00:08:07] A mediados de noviembre. Creo que tu micrófono a lo mejor está pegando en el cierre o algo así

 

[00:08:11] Que

 

[00:08:12] A veces se oye como averme joven. Mejor ahí si no te escucho bien, pero a veces como que se oye un poco el el ruidito del del la fricción entre el

 

[00:08:21] Micrófono y hablaba simplemente a ver si así

 

[00:08:24] Pero no otro continúa ay, perdón por la

 

[00:08:26] Notte, te decía que al mismo tiempo es de un muy amigo mío. Se le ocurre este hace unas aplicaciones para ir a trabajar el Bicing Gault Summers en el aquí en Cancún no

 

[00:08:42] Se oye más interesante todavía que el industrial

 

[00:08:45] Típico que muy curioso porque hago la entrevista y y hacemos la aplicación para el Club Med este eh? Total, que nos dicen primero el club Med que sale, que nos vengamos a trabajar y este y una semana después me dicen de Dupont y Jolyne. Yo no quería decir el Pste, no lo podemos,

 

[00:09:08] No lo podemos evitar.

 

[00:09:10] Doral nos dicen de la compañía está petroquímica y es Temiesen Salette te aceptamos, vente a trabajar este asien semana. Entonces este post tenía ahí la ata la decisión muy difícil lo que hago, como voy al Club Med, a este a a pasar toallas en la alberca eiste o me voy a al departamento de finanzas de esta compañía. Entonces este pues ya platiqué con con mamá Emmys mirad miradas estremos contigo. Es que tu tu tío de hotel te hizo el favor de darte una entrevista

 

[00:09:44] Diciéndole a las mamás no nense.

 

[00:09:47] Entonces me dice sabes que no, este post es tu decisión, pero mamá se que la consciencial, claro. Pues finalmente y si no pues no este ni modo tuve que rechazarla. La ida al Club Med y me quedé en el departamento de Finanzas. Es que finalmente este test me lo imaginaba mucho más educativo y al final de cuentas yo creo que como muchos pasa antes como practicantes deponen, ponen archivarlo este en ese momento escarchada mucho. Total que a la semana espués eh. Un patrón habla Seixas que Starbucks se está bien, un joven del sur razzia Altamira y están exitado gente para operaciones barnizar ibu vogt. Te interesa lo oalle? Ya hace un trabajo, no de practicante? No, total. Voy este y platico con el señor que era el director del Jom Pecho Americano este mes. Oye, pues mira, necesitamos gente para operaciones administrativo. No sabes que a mí me late más lo administrativo y me dice no, yo te tengo más a ti con cara de operaciones de arrasen este moishe y ando buscando tres cosas no han obstan una persona que hable inglés de una persona y que aprenda rápido este y una persona con mucha experiencia en la industria automotriz. Yo digo post dos de tres, no tener ni idea, que no está mal. Entonces este pues hasta a esta la principescos lo aprendí en chico este tengo la facilidad, aprender rápido y todo lo demás lo aprendo también me encantan los carros y demás. Entonces finalmente me quedé, me hizo jefe de operación aun sin ninguna experiencia. Esté operativa y mucho menos a los 23 años Steve me dio a cargo el el manejar una terminal de importación exportación de automóviles que habían que esta compañía de ganado que representando el street vehículos que funciona en México exportaban este año al exterior con

 

[00:12:04] Con seis personas tenías a tu cargo en ese entonces.

 

[00:12:06] Pues mira, he empezó como con 15 y después empezó

 

[00:12:11] Con 15 desde que empezaste sin ninguna experiencia ni si tenía unas 15 personas a tu cargo. Qué aprendiste? Porque eso haber sido una experiencia muy buena.

 

[00:12:22] Jeux Pues mira, y es es este. Es bien interesante, no estás al este entrando y hay gente que el 90 por ciento eran mayor este que uno, que tenían experiencia trabajando y yo ahí este de las te las ingenias. O sea, yo creo que el es el tema principales es este solucionar problemas no? Y estoy cerca ti1 en como hacersela project este a solucionar problemas y en ese entonces será lo que aprendes en la universidad. O sea, no traes ningún fogueo, es necesario para armar equipos para este incentivo Argente para entonces es pues como que muy cruda la experiencia y seguramente no eh e de haber quedado muy corto en muchas este en muchas decisiones, pero finalmente algo creo que a mí me funciona es trabajar con gente. Creo que te puedo este llegar a entablar una buena relación productiva. Estoy con la gente, entonces este. Yo creo que eso lo he traído. A lo mejor naturalmente no, no es algo que quien quienes sí kaikki lo aprendido. Más allá de que me gusta tratar con gente, entonces yo creo que esa parte me ha ayudado mucho, me ayudó con ese momento y a través de mi carrera algún para

 

[00:13:51] Algún error que a lo mejor te acuerdas durante esa etapa de tu carrera en la que no habías manejado gente en el pasado este, pero tenías las ganas de aprender o algo que le recomendarías a México, que mucha gente joven joven este pudiera estar en la misma situación en la que tú estabas encontrándose, en un puesto que a lo mejor hasta le sorprende, no? Que tienen? De qué crees que era Arias?

 

[00:14:16] Yo creo que Vigón en ese momento y a través de mi carrera algo que aprendió mucho es a pedir ayuda. Stre Hay gente que de repente. Pudiese pensar que el pedir ayuda es a lo mejor una señal de incompetencia o una señal de baja inteligencia, etcétera. Yo, Junot, yo nunca he compartido eso y durante varias etapas de mi carrera lo he desarrollado más no? Pero en un principio puse pairs el pedir ayuda al pedir estender a tus superiores al equipo, a tus colegas. Estoy como es este stylist no? Como lo resolvemos esto entonces? Aparte para mi especialmente la gente que apenas empieza no se que a veces yo creo que les da pena. Te digo Trienal, un jango de no pedir ayuda a este por temor a que los vayan a tachar como que no saben. Y yo creo que eso eso acaba, acaba perjudicando les más que ayudándolos. Entonces eh, yo yo diría no tengan pena stre de preguntar a alguien o a lo mejor de diez veces que pides ayuda. 7T te dicen que sí o con buena gana y a lo mejor medio como de mala gana y uno te manda a este a freír. Estarà a Benigno que te manda por la puerta de atrás y pus ni modo. No hay que que estén en este negocio con todos los negocios ácter alguna, una piel bastante gruesa, no pa que esas cosas no te lleven para abajo o no te sale claro. No te desanimes entonces.

 

[00:16:07] Garat No, no te iba a decir, de hecho, que continuase. Entonces empezaste muy joven. Es la tu primera incursión en el segmento automotriz? No lo habías hecho antes? Tenías gente a tu cargo y bueno, cuéntanos. Cuéntanos que sigue.

 

[00:16:22] Pues de ahí, de ahí. Esa misma compañía ganó una concesión para operar un puerto en Baltimore. Entonces he volvió. Levante la mano la Lockett en mi carrera. Algo que me ha caracterizado es que después de un período entre 3 y 5 años, pues siempre estoy tratando de encontrar. O sea, qué es lo que sigue? Cuál es el siguiente paso que viene que me pueda este traer retos a este a lograr? Entonces este expedi. Yo levanté la mano. Oye, esto es tuyo. Yo me voy. Yo les ayudo a abrir este aparte. Investigo. Tenía la doble nacionalidad con sus procesos. El me ayudo mucho en temas migratorios para quedarme en Estados Unidos y leste.

 

[00:17:16] Y era una terminal. Me dijiste una terminal y era.

 

[00:17:18] Era una terminal

 

[00:17:20] Para los que a lo mejor no entiendan o sepan exactamente que es una terminal en la industria automotriz. En lo particular que. Que. Qué es lo que realmente? Qué era lo que tenías que abrir?

 

[00:17:34] Si era un eso es un centro de distribución o finalmente es un. Son patios muy grandes en donde se recibe los dos vehículos terminados. Este se les prepara para su exportación. No es el caso que vinieran de importación pues los prepara para su distribución. Este en en el país y dependiendo que de qué cliente de repente hay procesos de ensamblado lites que se les hace a sus carros porque algún país pide ciertas customización, es este que a lo mejor no las hacen dentro del proceso manufactura normal entonces positi imagina son este el estacionamiento del estadio Azteca? No aclaraste cuando tienes sede hemos llegado a tener inventarios de 20 25 mil autos. Este todos en un mismo par. Entonces imagínate el control que tienes que llevarlo, que finalmente lo de los 25000, pues 700 se van por un medio de transporte, 1000 se van por otro desastre y no son no es a granel, no, no es este agárralos a los 700 autos y es escandaloso, es agarra el auto con el número del street Windom Kico, Adelt, Ketcham grrrrrrr este X-D y entonces pues esa es una operación que eh. Que puede ser o muy fácil o muy compleja dependiendo del control que que tengas. No se te pierda un auto est. Ahí te encargo encontrar este un Hawthorn 25000 Nickel.

 

[00:19:28] Me imagino que te habrá pasado en la duda.

 

[00:19:31] Claro, claro, no hay más.

 

[00:19:33] Uno por uno o cuál es la estrategia?

 

[00:19:36] Pues mira, hay gente que ya le agarra mañas. Si ya sabes que modelo es, que color entonces pos este eh? Entonces hay estrategias de no Besòs, 25000 youtubes, nada más las suburbanas negras e whatsup por patrón. Entonces que bueno, ya lo mejor de 25000 más tienes que ver este 1500 no? Pero de todas formas no cytotec a ver todas esas meals estoy llegó de entre esta fecha laisla otra fecha. Pues bueno, a lo mejor ya sabes en donde está ese inventario quiete que te permita reducir el el universo de de unidades

 

[00:20:19] Entrando y saliendo. Me imagino tanta luz saliendo. Llegue y te llega por mar o camión por

 

[00:20:24] Todos por tus ferrocarri. El canal Giorno a este avión Wolfsburg es

 

[00:20:30] Una operación muy interesante y eso es lo que te pidieron todavía tus 23:25 por ahí años se abrirá en Baltimore,

 

[00:20:38] Cierto? Sí, sí, exactamente. Exacto. Entonces estos ven interesante porque será a Wealth otro país, este zal trabajar ya formalmente, profesionalmente plante en otro país. He trabajado en Estados Unidos, pero en el supermercado no exagero. Estoy haciendo Stockmann en alguna que otra bodega, pero ahora ya est como un equipo en att busco. Responsabilidad y más interesante. Entonces de ahí. Eh? Estoy dos años este en Pieso CERMI, un Envy en la Universal Oyola, Starlet Nederland E y. Pero más con el Cocca finanzas no cockney y tenía Hach. Pues aproximadamente cinco años sellad el rol bien operativo, claro. Ah, y apartense un montón de cosas. No para estructurar procesos. Es de todos los temas de calidad continua, todos los temas de resolución de de problemas. Por todo eso te va a dar un montón de herramientas, no? Pero yo tenía muy claro que yo quería este evolucionara a tener un rol en Gerold mancharte. Entonces la parte operativa. Tuve la fortuna de entrar. A lo mejor no era mi primera. Este no fue mi primer e. Mi primera opción. Pero se me dió y la tomé. Y entonces me metí hacia el Envy y parte de un poco más es la parte financiera, este administración, etcétera.

 

[00:22:18] Y lo tenías claro desde el principio que te fuiste a Estados Unidos o esa inquietud de hacer un envío.

 

[00:22:24] No, no, si la tenía claro.

 

[00:22:25] Ya, ya sabías tu plan de vida estaba más claro en esos planes.

 

[00:22:28] Al menos esa parte no deja de complementar mis estudios y con ella estaba este mundo predeterminado. Estructuras y cimientos. La empecé, eh? Muy curioso. Ya en EM entré en una de las materias maestro bisoñé. Este Estel está en el consejo de una compañía en Baltimore, que era en ese entonces subsidiaria de Deutsche Bank y de 6ue en la rasuradora suiza. Y se dedicaban a hacer seguro de crédito el riesgo político. Con 6que? Pues básicamente, si tú querías exportar este computadoras a China, pues los de tu cliente ya te pide términos de decrédito y entonces nosotros nos encargamos de asegurar el o la compañía se encarga de asegurar esas cuentas por cobrar de los exportadores. Trituran Diamant. Entonces. Nos va a mí ya un par de álbums genotipos porque no van a este. A ver si les interesa. Y fui y. No tengo experiencia en esto. Don Sol operativo 100 por ciento no? Pero pues quién chiquita? Total, que tuve la suerte del de de ser entrevistado por el presidente de la compañía que nunca estaba en en la oficina y ese me tocó. Por suerte que estudiaron y este hicimos buen click aquí. Mira raras que no todo lo que aceptes lo va a tener que aprender. No tengo una base bastante amplia en términos de exportación, que era mucho lo que hacían ellos en términos chiquititos y por lo demás no van a tener que enseñar, no? Este y casi hoy en OND Sputnik me ofreció el puesto en su división global que era

 

[00:24:31] Basado en Baltimore

 

[00:24:32] Tampas basado vault cionadas. Que bien, entonces este era como el suat tingle del grupo no? Porque siempre buscaban gente con un perfil internacional ejje por tangere se encargaban de coordinar clientes y pólizas de clientes multinacionales. Entonces por ejemplo me tocó ser Stadler. Un cliente mío era Apud confirmó entonces Estrenes entonces dos mil dos seis mil tres, pues todavía no estaba hecha. Estaba Steve Jobs de regreso, obviamente, pero todavía no era este lo que es lo que son ahora. Pero me tocó oírles a presentar cada trimestre en Cupertino los resultados de todos sus de los riesgos de sus clientes en en el sureste de Asia, China, México, Latinoamérica. Entonces el post me dio una experiencia vivida interesante porque os ha de estar tratando con gente operativa, coordinando ferrocarriles, barcos, etcétera. Ahora estoy presentándole al contralor tesorero de a poco Pirrón Cupertino de como van sus riesgos en. En, en. Este es el mundo las.

 

[00:25:49] Desde un retozón totalmente diferente otra vez. Creo que han sido los últimos saltos que has tenido. Siempre se han caracterizado por estar abierto a lo que decías antes. Aprendo rápido y hago muchas preguntas.

 

[00:26:01] Y claro, y no te da miedo? Y eso? Y ese fue Winston. Una experiencia buenísima, no? Porque me imagino. Pos imagínate not testas le estás presentando a gente

 

[00:26:14] Y en un momento muy importante también en la historia que perdió tu cliente Klar

 

[00:26:19] Y lees este mientras te vercon con no se tenía 26 27 años en escena en este momento y te ven en verde verde. No mencionaste por las preguntas de repente son este cutir abusó Johnny Serpent tratan de agarrar embajada en tus manos hoy tienes que stre así anteriormente tienes que tener una piel curtida para quién? Este es un regaño. Soy de esas Stengel. Esas lecciones más bien las subes para aprender y no para que te bajen los ánimos.

 

[00:26:53] Entonces oye, y un mentor o alguien que te acuerdas obviamente de mi ágeno, tu familia, tu mamá que la mencionaste, algún mentor que te ayudó un poco con todos estos tirabuzones que te tira a lo mejor la vida y más para alguien que tiene una personalidad como la tuya, que no le importa probar cosas nuevas, algo viral.

 

[00:27:12] Yo creo que es obviamente mismoy mis papás simplemente me han dado buena, buena guía, obviamente muy muy general en términos de carácter, en términos de integridad, principios. Profesionalmente posteo en toda mi carrera has tenido varias personas en ese momento en la parte de dentro del seguro de crédito, su político acuerdo dos personas, un holandés stre y otro sueco. Y. Una de las cosas que aprendí mucho eran e tenían una capacidad de sintetizar información, no un montón de información y deslizarla y enfocarse en las dos o tres cositas que impactaban el resto. La decisión. Búsqueda de repente, cómo estás? A lo mejor está empezando. Agarra su universo de información y de repente. Te das cuenta que, o sea, ya no sabes ni dónde está la puerta ni un hasta la salida. No, claro, porque es demasiada información entonces, eh? Yo me acuerdo que ellos me ayuda. Ayudaban mucho a buscar el fondo de los problemas, no las causas raíces este y eran muy buenos o tenían mucha experiencia y tenían una habilidad este muy muy puntual, no de agarrar un problema complejo. Urim te digo, desbarataron las dos o tres partecitas que si te enfocaba es hacer eso. Lo demás se iba acomodando stride pieza por pieza. Entonces esa parte la tatal utilizar mucho en el resto de mi carrera como como agarras problemas o CTD de información muy amplios. Y en vez de que te confundan, te hagan la toma decisiones más extre el burda o menos este e analitica este con los sesos para determinar en donde te enfocas más. Entonces aparte para mí fue fue fue elecciones muy muy importantes. No moleste en el lidiar con gente, pues de niveles muy altos. Si a favor de muchas compañías públicas, incluso a donde tenemos que a presentarles este? Pues como iban sus riesgos crediticios este a lo mejor un clientelas dejaba de pagar y que teníamos que hacer para cubrir esos riesgos? Fue una parte muy formativa por mi,

 

[00:29:58] Me imagino te abrió la visión a todo el mundo, no? Si ya tenía ciertamente una muy buena experiencia entre México y Estados Unidos y la parte de la exportación mejor que aquí. El riesgo, lo medidas de todas las regiones del mundo.

 

[00:30:11] Dos cosas. Una, la PAC, digo. Finalmente aseguramos riesgos crediticios entonces para entender cómo se formaba un riesgo, o sea, un entrenamiento bastante extenso como este, de que son los factores que determinan si un riesgo es aceptable un

 

[00:30:32] Segundo en vida y casi

 

[00:30:33] Sin duda sigui6. Y entonces este pues. Pues eso me e cambió o menos bien. Me agregó la perspectiva financiera, no a lo que ya tenía ella en este operación.

 

[00:30:49] Y cuál te cuál te gusta? Cuál te gustó más? Me imagino que las dos son de las dos. Obviamente las disfrutas y tienen, pero en ese momento en tu carrera. Te gustaba la parte operativa, un poco más la mirada

 

[00:31:01] De las dos Esthela La parte de lo que a mí no gustó mucho. Es este es es tratar de resolver problemas. Entonces este la parte operativa te daba muchos más. A lo mejor el rompecabezas que armar la parte de la parte. Y era muy. A lo mejor es muy transaccional, o al menos en los niveles que estaba en ese momento. Después esos niveles es ése. Esos retos se fueron conforme fui ascendiendo de puestos y responsabilidades, se volvían más estratégicos y por lo tanto eran tan transaccionales. Y la parte financiera de venta estaba con esta compañía. Me ayudaba mucho más a desarrollar la parte estratégica nombre común como la ayudas a capo, cupieron a vender más computadoras en estar en Singapur o en China, etcétera. Entonces esa parte me gustaba mucho porque obviamente la parte estratégica por la otra parte era porque no tenía APPO y luego tenía otras cuentas en Caterpillar que tenía este Dexava Flow Sarg, que eran este, que hacían cosas muy diferentes, claro, pero son cupieron. Entonces esa parte de aprender otros, otras industrias, otros sectores, que es lo que este empuja, que es lo que Green empuja, Caterpillar, Antxón Tier, tener a mi cuenta este a vender más o ser más exitoso. Todo eso a mí me llamaba mucho la atención sobre las pláticas con unos ejecutivos a gran súper, súper

 

[00:32:47] Intensa y a final de cuentas. De alguna manera logras volver a la parte automotriz, no? Cuéntanos.

 

[00:32:54] Sí? Pues fíjate que que en ese entonces, eh? Pues ya por ahí del 2004, eh. La compañía con la que trabajar saliendo la universidad la venden a un capital ampos capital, claro. Y en ese momento nos habla el me habla uno de los xiste consejeros y bisoñé. Erm. No nos interesa. Que analices la posibilidad de regresar y manejar la cosa toda la parte de México desde. Nada más la parte de operaciones este soy el director general, este para México. Entonces pues fue. Interesante la decisión, no, porque había dejado la parte operativa administrativa. Ha cambiado más el aparte, ahora este de servis financieros, pero finalmente el resto fue muy interesante. EXTRAJERAS pues pasar de ser el líder de equipo en una división a manejar una compañía. Yaten todos los. Todo, todos los departamentos repostando tatin de

 

[00:34:15] Todo el país, en todo el

 

[00:34:16] País Sainsbury o. Entonces este. Pues acepté hoy y entré a trabajar como director

 

[00:34:24] Y eso que incluía? Involucraba regresar a México en ese momento estaba

 

[00:34:29] Estaba A-7 estaba ya me había cambiado a México la compañía de seguros crédito. Voy a comprar una compañía en México. Me había mandado a Monterrey a inscribir. A manejar la parte global. Este entonces ya lleva un año Cachitos México, cuando se resultad la oportunidad de. Devolver regresarà a esta persona. Entonces, pues dentro de dos años muy interesantes, con muchas. Este reto. Stre y después de sus dos años llega una compañía que se llama Whalen y suelen ser que empiezan su paraciones en México. De alguna forma este alguien les pasa mi nombre y me llaman, me dicen Oye, este kit te interesa? Es el directorgeneral o Enis Burgers. En México te traemos un proyecto de crecimiento bien interesante. Está relacionado a la logística automotriz. Eh? Y pues bueno, ya platicando con ste consecutivos de colegios por doble w, bueno, este se me hace un puesto interesante. Entonces este dejo esta otra compañía me wey este mes uno a Claire huele como directorgeneral, esto country manager de contraido lo huele por ahi del dos mil seis. Cuando llegué había once empleados extra en la compañía, esteee después de cinco años exca seis años de estar con ellos. Este teníamos 1100 más o menos de

 

[00:36:15] 11 a 1100

 

[00:36:17] To once a 100. Entonces fue de retos muy diferentes. No stre e filosofias e. Administrativas y organizacionales muy diferentes. La compañía global es un joint venture e sueco y noruego. Y entonces, pues son. Son compañías muy enfocadas a procesos, muy enfocados a sistemas. Entonces esa parte para mí fue Eckstein, muy formativa también el poder entender la mentalidad mucho más organizada, mucho más este enfocada a los procesos que llevaban esta compañía para manejar su compañía mundialmente, no obtenían este pulmón. En ese momento sesenta, cinco barcos este, pero de las compañías hermanas a las que hoy día ya están fusionadas son. Pues arriba de 100 100 en 120 barcos tiene Crandon, ya entonces los sistemas de administración de operación de la compañía Pozol son muy enfocados a poder manejar una empresa con los mismos sistemas a nivel mundial, lo que te hace ser muy. E n. Muy organizado, muy estructurado para poder manejar una compañía tan grande. Entonces esa parte para mí fue muy, muy interesante de aprenderlo. Este entender las ventajas, las desventajas también. Porque no hay ningún modelo perfecto. IT Crowd. Claro, claro. Pero bueno,

 

[00:38:03] Es una gran escuela otra vez, no? Y un muy buena escuela. Como te lo prometieron. Un crecimiento muy. Un plan de crecimiento agresivo. Exacto. Sí, sí, sí. Me imagino que fueron exitosos en penetrar el mercado mexicano este.

 

[00:38:16] Sí, sí, sí, fueron. Fueron. Este post fue mucho picar piedra. No está claro. Y mucho, mucho bisnes de verlo como mucho desarrollar negocios

 

[00:38:27] De este hoy tu función principal entonces se volvió un poco más la venta.

 

[00:38:32] Pues mira, era general. Claro que fue sin duda la parte este de desarrollo de negocio era era primordial. Pero claro, no solamente la parte de servicio, la parte financiera o todo. Todo se volvía un este. Una oportunidad muy completa, no para seguir como creciendo este en. En esa evolución que quería yo, Μαρία para trabajar para. Para llegar a Gerald mancharte.

 

[00:39:06] Yeison Digesto unos cinco años. Ya estamos hablando de

 

[00:39:10] 2006 2012, 12

 

[00:39:12] 13,

 

[00:39:13] 6 12 en en el 2012, eh? Se me ocurre la idea de comprar una compañía de madrinas en México. Es que en ese momento

 

[00:39:28] Podrías explicarnos un poco más que

 

[00:39:31] Si la casa de madrina, una empresa madrina, son aquellas compañías de transporte que se dedican a transportar automóviles en Over the Road carretera? Entonces, si te imaginas los tracto camiones como unas alas que tienen atrás.

 

[00:39:48] Esas son las de dos pisos.

 

[00:39:49] Y esas son las bacrim SAC.

 

[00:39:51] Entonces en la empresa eso incluye Osona más el tractor o incluye ambos

 

[00:39:57] O los dos nos noci son los

 

[00:40:00] Obstaculice especial. Ah, no son. No se pueden desenganchar.

 

[00:40:04] No, no están unidas una con la otra. Textile Igi y las 2-O. Osea, las dos partes forman un equipo, forman equipo chán. Entonces en ese momento yo vi la oportunidad del mercado este

 

[00:40:19] De y querías esto también de ciento en. En la plática que eres una persona que le gusta planear, eres estructurado y que lo tenías en algún momento pensado. Ser un emprendedor y comprar también tu propia empresa o esto se sale más?

 

[00:40:33] No sabes que siempre? Yo creo que Totó toda mi mi carrera iban conforme se fue desarrollando. Lo que me quedaba claro es que. Quería trabajar para eventualmente comprar una vulnerabilidad ajado y empezar o comprar una compañía por mi cuenta. Este y. Ideas. Desarrollarla. Poner en marcha en. Pues lo que he aprendido durante mi carrera. No tratar de. Es crecer. Generar más malo. C15 traumó. Entonces eso es aparte parte. Siempre se fue como que formando dentro de mi carrera y conforme iba tomando oportunidades que siempre iban enfocada a Zara a a s a s a esa meta noodle.

 

[00:41:27] Eventualmente es clave para lo que estás haciendo ahora. Y bueno, no me quiero adelantar, se que si vamos a platicar de eso, pero que es exactamente? Vuelve a dar, se vuelve y vuelve

 

[00:41:37] Fuser como como dijéramos.

 

[00:41:39] Pues eso no

 

[00:41:40] Es un concepto, es un poquito la culminación de una carrera o de un plan de evolución. Una carrera que estrene.

 

[00:41:49] Pero bueno, compras la empresa de madrinas, sabes que no

 

[00:41:52] Igual, pero no la compró e me. En cuando estaba desarrollando el plan de negocio, empecé a buscar fuentes de financiamiento de este contacto común con el dueño de la compañía más grande en ese entonces. De este tipo de transporte, Mike se llama charcutero. Y estre platicamos, te conté mi idea, la oportunidad del mercado, etcétera. Le gustó mucho la idea, pero le gustó también mucho mitar filmo y entonces en ese moment trochas Cuthbert este pues llevaba mucho lacada de comprar hace tres años y estri estaba buscando. En ese momento pues traer gente al equipo con un perfil similar al mío, con khlyen con a lo mejor este. Experiencia profesional muy, muy hecha entonces e hicimos muy, muy buen click El coño Guillot exter y le dijo mira qué te parece, si, si, me gusta la idea, pero mejor es que vente a trabajar conmigo. Y somos socios de ADE, la parte más grande de la compañía más grande y de aquí ya me ayudaste. Vamos a desarrollarlo, lo que venga. Entonces este paso fue en el 2012 y ya

 

[00:43:22] Cúper entra como la parte financiera y se acaban comprando a través de la cúpula. Están?

 

[00:43:27] Sí, acabamos comprando, acabamos comprando en una empresa de máquinas, una empresa logística como Telcel en México. Entonces este pues se centró en la parte. En 2012 entró en la parte logística de Jack Cowper. Ayudarle a estructurar y establecer esa parte en México. Todavía no, no ya Basquiat. Si no me vengo para implantaciones

 

[00:43:50] Cuando llegas a Atlanta,

 

[00:43:52] Correcto. Sí, creo que es por ahí cuando nos como símbolo. Entonces empiezo la parte de logística con. Con su yerno este mini? Después de un año y medio. Me envuelvo el el check marso off sorry, pero ya del holding out de la compañía este, porque vi y vimos la necesidad de unificar estrategias de desarrollo, de negocio, de ventas, de marketing, etcétera, etcétera. Entonces, este es el raid 2000. 15. 14. 15. Me vuelvo el chico más Rockso de Jack Cooper está enfocado a crecer la compañía Shetland Zatanna. Entonces, pues también está algo, eh? Con una escala mucho mayor a todas las expectativas que ha tenido anteriormente, pero enfocado mucho a la parte de desarrollo de negocio y estrategia.

 

[00:44:59] Qué tan grande es eso? Llegó a ser Yacouba en su momento para tener una dimensión un poco.

 

[00:45:04] Pues mira, tenía en mente vamos a manejar 2500 camiones con cincuenta y dos terminales. Este 4500.

 

[00:45:13] Era la más grande. Me dijiste. Correcto?

 

[00:45:16] Sí, sí, lo más grande. Entonces este. Pues veo retos muy diferentes, muy a la escala de escala, muy diferente. También. Acabo de ver eso, eh? Me invita el dueño a pasarme la parte operativa, volverme sucio en su presentación de la compañía. La compañía de transporte entonces? Eh? Pues bueno, no es este. Vuelvo al tema de la parte de administración, pues son los principios, son los mismos principios, no son términos de estructura de equipos, estructurar procesos e determinar metas e determinar el capital. Este equipo comenzó indicators, etcétera, etc. porque imaginan que puse a ese nivel 2015 Camiones Aunós no puedes obviamente tocar todos los empleados. No he puesto car todos los camiones, todas las terminales. Entonces te tienes que desarrollar un sistema de administración en donde puedas tener el oversize de las operaciones del día sin necesariamente tener que estar hablando todo muy. Entonces pospongas una experiencia muy padre e constuir ese ese método de administrar está esta

 

[00:46:47] Compra tienes tienes una una experiencia valiosísima a lo largo de tu carrera y de tu vida. Y te quería preguntar. Qué cree eso? Que si tuvieras que escoger tres componentes básicos que quisieran a una empresa exitosa. O sea, te ha tocado básicamente todo. Y para los que a lo mejor no estaban poniendo atención o se tuvieron que ir en esta entrevista, literalmente desde un supermercado, me dijiste no al puerto Tampico, la terminal de Baltimore, al Athletic Credits a gerente de México, Wahl enios estilo Yaku per. Literalmente has hecho todos los escalones en la organización este de una empresa. Qué considerarías importante?

 

[00:47:35] Mira, yo creo, eh, hay un par de cosas. Bueno, no son. Son muchas cosas. Resumen En resumidas cuentas, yo creo que es muy importante e. Que una empresa tenga muy clara. Su visión. Hoy no quiero sonar académico estricto como un libro de texto. Pero he. He tenido experiencias en donde? En donde de repente e. La compañía quiere hacer todo. Bueno, entonces, oye. Yo soy bueno para estas tres cosas. Y de repente ha habido experiencias en un except, pero quiero hacer 7 más. No, entonces es de. Yo creo que es muy importante que una empresa esta enfocada en una visión muy clara de lo que quiere ser y eso no significa que no puedan cambiarlo o que evolucionar. Claro, pero. Pero significa que una empresa tenga claro qué problema quiere resolver? Por qué lo quiero resolver? Cómo se va a traducir? En valor para los accionistas y valor para todos sus tachón a los clientes. Este ambiente no te trabaja eso entonces aparte después creo que se obvia. Lo mejor es tan obvio decirlo, pero en la práctica me ha tocado un par de veces en donde en una ocasión os al-asad la ola, el aprovecharà demasiado, este ámplio en otro era demasiado stre acotado y bueno, finalmente son perspectivas que cada quien tiene. Finalmente, los dueños el consejo tiene que determinar claro para qué, que en dónde, en dónde vamos a distribuir nostres.

 

[00:49:39] Es clave que te quede claro hacia dónde vas, aunque evolucione, pero la visión es admit priorizar los los puntos. Eso sería el primer punto que tú dirías que

 

[00:49:49] Otro claro para mí. Luego la segunda parte más segunda parte es igual. Más importante es es el equipo este con el que te rodeas. Finalmente. Jellal otra. Alguien dijo no, es que la gente es el activo más valioso de la empresa, como. Y yo considero que es en parte correcto y yo creo que le agregaría la gente correcta es el activo más importante en la empresa, no? Porque pues bueno, no, en veintitantos años de carrera me ha tocado convivir con gente muy capaz, con gente que no ha dado el ancho y pues he. Entre. En tres más, entre, en entre. Yo creo que la gente de tener muy claro como líder de una empresa. Y qué es lo que quiere de su equipo, no? Y si ese equipo puede dar esos resultados? Claro, si no puede. Qué herramienta les puede dar? Que entrenamiento les puede dar? Pero si tampoco se puede con eso. Pues entonces tienes que tener a alguien. Quiere que quede el ancho, no? Tal vez

 

[00:51:15] Es difícil. No es como. Como emprendedor, creo que el reconocer que a lo mejor tienes que dejar ir a alguien este a veces.

 

[00:51:24] Pues mira, es difícil por la parte humana no? Porque el bozal es decirle a una persona que tu János parte del equipo es de las partes más difíciles que existen en este negocio.

 

[00:51:39] Pero clave, como tú decía ciencia sin duda. Un momento importante

 

[00:51:44] Entonces, eh? Y eso, los santos, la gente correcta no es el activo. Y yo creo que una vez que tengas esa visión clara de la empresa, que tengas gente motivada, incentivada, que tenga las herramientas correctas. Yo creo que esa esas dos partes, se genera la tercera parte de la cultura de la empresa. Yo creo que la cultura de la empresa es medio tuyo, lo hemos platicado, amontonarse, eso es súper clave. Y yo creo que no puedes tener una buena cultura en la empresa si no tienes una visión clara y si no tienes las personas correctas en los lugares correctos. Entonces yo creo que esas tres partes para mí que todas van hiladas. No creo que una no puedes tener una sin las otras dos. Claro, para mí son y son Neilson al Word, términos generales, Steiger y demás. Pero creo que la luz, la gente que ha estado en posiciones de liderazgo y entiende. Como una cultura de desempeño. E. Nueva una organización para adelante. Este es algo innegociable para mí. En las oficinas que digo al.

 

[00:53:11] Nuevamente, juzgando por la trayectoria que has tenido, pues has podido ver esto en diferentes empresas, de diferentes culturas, de diferentes nacionalidades Suecia, Noruega, Estados Unidos, México, USA. Creo que. Creo que este, si alguien no está seguro todavía en estas tres cosas. Pues yo sí confiaría en ti y en tu trayectoria, porque las he experimentado en diferentes, en diferentes ámbitos, no hay diferentes escenarios

 

[00:53:38] Y luego esos términos son y son difíciles de cheek, de textual y usarlos. A veces hay cultura como la mides o como claro, como las Scrub, si no

 

[00:53:51] Lo mío podríamos. Yo creo que es más, yo creo que podríamos tener una de estas pláticas exclusivamente para hablar de cada uno de estos temas. Noyce No sería el tiempo. Alondra Pero quiero, quiero realmente llegar a lo que estás haciendo ahora también. Entonces Stefan Sencillo de Jack PER Sí, en qué momento dices Bueno, ahora sí, cuéntanos un poco cuál? Qué es lo que haces ahora y cuál es? Cuál es tu visión del futuro para ti como persona y para tus empresas?

 

[00:54:22] Sí. EM Pues mi lado duré ocho años com con Yaku, pero llegó un momento en donde e de coincidiendo con mis con mi experiencia pasada eh. Yo creo que ya la determinación. De de que mi ciclópeo ya ya había terminado en esa acompáñennos, decidí el el y nunca, nunca había hecho esto en mi carrera, siempre que había cambiado de compañía puestitos siempre ha sido así. Hawthorn y en este caso he lo que decidí fue el. Fue salirme a poner en un vehículo de inversión para construir una plataforma logística de transporte. Y como decías al principio, enfocada a ala, a facilitar las áreas de oportunidad particularmente relacionadas con el comercio entre México y Estados Unidos.

 

[00:55:33] Y eso es Río Ref. No, esta es la río. Rellenaste y secarlos de fundarla, cierto?

 

[00:55:39] Si este año este empezamos en febrero y en marzo o reciente se vino todo esto al Cobby. Entonces a lo que nos dedicamos a hablar, a analizar oportunidades tanto de adquisición como de lo mejor, de inserción de compañías. Pues que vengan a resolver un problema en ese nicho de mercado de la logística. Entonces, pues hemos visto un par de compañías este para adquirir. Y he estado viendo otros modelos para empezar de cero. Entonces este es es una experiencia y es una actividad muy diferente e. En el sentido de que no tienes el día a día, claro, este jala y empuja para todos lados de manejar una compañía tan grande. Entonces es más e más enfocado a entender oportunidades, analizar riesgos, este y entender dónde vas a ir a desplegar capital que es capital propio. Este aún el propio más capital de un par de familias de family office en Estados Unidos que en el fondo que están este convirtiendo en onces. Pues son. Son. Es un día muy diferente lo que hoy hago, algo que hacía hace años.

 

[00:57:15] Me imagino. Sí, sí, sí. iQui bueno, pero me cogió que viste una oportunidad en el mercado, más allá del tú, querer independizarte y ser emprendedor y cambiar las cosas. Qué? Qué oportunidad o que qué problema crees que Río Ref. BA va a lograr resolver o mejorar?

 

[00:57:35] Pues mira. Es. Es, es. Es un. Una tesis que evoluciona. Claro, todos los días. Este más derivado de las condiciones tan medio locas que ha pasado.

 

[00:57:51] Ha sido un año sumamente de interés.

 

[00:57:54] Tonces e. Pero lo que sí estamos, eh, es lo que sí tenemos muy claro es que la relación entre México y Estados Unidos va a continuar creciendo. Yo creo que la ratificación del Tratado de Libre Comercio antes NAFTA ahora iba esencial y le ha dado varias. Se daba varias condiciones al al a las oportunidades en el mercado en donde. Pensamos y creemos que. Que quiten el flujo de carga entre México y Estados Unidos, también Unidos México va hacia el crecian. La relación con China entre Estados Unidos y México con nueces un poquito este de altibajos. Yo creo que México resulta ser un socio comercial de Estados Unidos mucho más estable, claro, y por eso pensamos que las necesidades de ofrecer servicios logísticos entre México y Estados Unidos e. Sin costuras, Jungkook, como dicen ahora, es es es algo muy trasplanta, aparte que esa es

 

[00:59:25] La principal diferencia, no tú. Yo lo platicábamos antes de que empezáramos la entrevista, pero para los que nos están escuchando ahora, eso es una diferencia importante entre el NAFA y el YW. Es sencillo y

 

[00:59:37] Correcto. Correcto?

 

[00:59:39] Cuál era cuál? Podrías explicar un poco cuál? Cuál es la del cambio en esa parte?

 

[00:59:44] Pues mira, eh, el hay en una en realidad de O’Clock. El Giusseppe sí es una versión amplificada, un poquito del este del natha. No tengo bloques. También puede ser este, eh, temade un

 

[01:00:02] Sí, esa el

 

[01:00:03] Casa completo no prohÃben, pero hay. Hay temas puntuales, eh, eh que CD que se dan particularmente en el ámbito automotriz en donde sube suben los requerimientos de contenido regional en la producción automotriz del sesenta y tres y medio por ciento al setenta y cinco por ciento. Entonces. Pues esas son partes que no se producian. Este en la región. Eh. Y que Whitby laws aquí. A partir de los términos que se dan en el planteamiento. Lo esencial. Pues se van a tener que quelle producir en la región. México o Estados. Entonces por ahí nada más existe. Yaún e! Impulso de manufactura asociado con ellos. En síque que pensamos que. Que se va a traducir. Rocen en cargas adicionales. Etcétera. Entonces. Eh. Esa parte. Esa parte es muy importante. Lo Gaite. Un par de e e e cláusulas adicionales que facilitan el comercio entre México. Estados Unidos. En la parte de. De autotransporte es que son importantÃsimo las que la posibilidad de camiones mexicanos es que puedan internarse un poquito más adentro. En Estados Unidos, pues bueno, son. Son ideas que estamos ahorita analizando del. Tratando de entender dónde. Dónde está la oportunidad y qué podemos nosotros salvar. No tengo. Gracias a Dios. Una experiencia bastante amplia trabajando en Estados Unidos y trabajando en México. Entiendo las dos culturas muy bien. Entonces. Eh. Después acompañasen. El conoce muy bien la cultura americana. Todo lo well del o del otro estri. Y creo que esa es hasta una ventaja importante en el desarrollo de las tesis que queremos. No, no, no,

 

[01:02:23] No, no cabe la menor duda que que no sólo estás más que calificado para para esto, sino eres realmente un experto en el tema este. Y como tú dices, creo que conforme sigan existiendo estos tratados y la necesidad de coexistir y crecer las relaciones comerciales y humanas entre países e las fronteras se van a seguir eliminando, no nos guste o no, nos guste o no

 

[01:02:48] Nos gusta,

 

[01:02:49] Señaló. Pues ya hay dos bandos un poco más nacionalista, un bando un poco más global, pero lo que vemos en la cadena de suministro y en el comercio y en las finanzas es es muy claro. Entonces creo que es muy buen, muy buen momento para para ti este. Muchas felicidades. Estoy seguro que sabes que vas a ser muy exitoso y Río Ref. Va a llegar a ser una empresa muy importante. En este tratado bilateral entre entre los países cambiando un poquito y Jack cerrando un poco nuestra conversación. Ay Alex, regresemos al coronà Virus rápido. Es un año difícil, no? Eh? Qué te deja este año? Cómo? Cómo lo analizas ahora? Que. Y. Espero que no me equivoque, pero se ve que en los próximos meses a lo mejor el próximo año ya estemos un poco mejor, aunque sé que todavía la situación sigue mal. Qué hemos aprendido como profesionistas, como empresarios, como seres humanos, como padres? Qué te deja a ti sin corona, virus?

 

[01:03:52] Pues mira, un año obviamente complicadísimo. Yo creo que los más complicados. Tú y yo hay mucha gente escuchando a seguramente este se acuerda en 2009 o cuando se viene el desplomÃ, los mercados, etcétera, etcétera. NT y muchos eventos en la historia reciente próx. Este, este, sin duda. Yo creo que ha sido el mazo uno de los más complicados top. Top 3 seguramente, entonces eh? Chucrut. Chu ve un par de cosas bien interesantes para mí. Por ejemplo, la adaptabilidad de las personas como este para manejar este tema ha sido un. Ha sido algo para mí extraordinario. El Elling ese cambio va a ser como offices. Los que pueden ser los cuentos no pueden acío. Ha sido IUC creo que un tema que ha roto muchos paradigmas o en términos de de cómo deben funcionar las compañías. Que seguramente va a restar mucho este industrias de bienes raíces en la parte comercial y oficinas. Entonces esa parte es para mí la adaptabilidad. O sea, la la la la habilidad de compañías de de adaptar su modelo de negocio para seguir este operando. Para mí ha sido algo bien interesante el verlo de cerca y ver como como se desarrolla eso. Nott e la la ley. La otra parte que he dicho no es tanto de negocios, pero es un poquito más humana. Es. Es. El. Los resultados tan discrepantes que ha habido entre naciones que toman ciertas estrategias para combatir este el virus y otras no. y lo que implica el liderazgo proactivo y positivo de ciertas acciones instigó resultados tan increíbles que han tenido hasta la otra vez leyendo coreada coreada han tenido una población de 52 53 millones de personas. Se han tenido menos de seiscientas muertes spur por cubiles de éste

 

[01:06:33] Y varias de sus definitivamen no definitivamente. Sumamente interesante y bueno. Más para una persona que se encargaba a medir riesgos a nivel mundial. Creo que sí, que esto viene a cambiar cualquier modelo que que se tuviera, no en un pasado en cuanto a medición de riesgos. Control. Sí, ciertamente interesante.

 

[01:06:55] Entonces el arte, el liderazgo y la parte de genes de planes de acción para para mitigar es obvio. Creo que es una lección que vale la pena analizar, no tanto en temas de riesgo soberãn o de países, sino de empresas como como pueden. Cómo puede haber resultados tan tan diferentes? No con las mismas circunstancias. No solamente es un virus que les pega a todos. Entonces este lo que esas dos partes mí han sido muy. Este. Muy interesantes el observarlas, verlas, analizarlas y pues bueno, espero no twice notar con las máquinas este las vacunas pueda pueda haber un camino un poquito más, este suave hacia

 

[01:07:46] Esperemos se nombremos que sí. Y bueno, nuevamente Alex ha sido un placer, yo creo que este pudiera ser el el primero de a lo mejor varios episodios si estás abierto. Creo que nos quedamos con muchas, muchas preguntas de lo que había preparado y y tomé varias notas, así que fue muy muy interesante platicar contigo este independientemente a que ya nos conocíamos y somos buenos amigos. Creo que esta entrevista me ha dado información que yo nunca siquiera imaginé que hubieras pasado entonces. Gracias. Un placer este antes de irnos. Si la gente o alguien que no está escuchándote le gustaría contactarte o tuviera alguna oportunidad de negocio o algo interesante para Río Redes o para ti, donde? Donde te pueden contactar? Cómo podría la gente hablar contigo

 

[01:08:36] E niaid ahorita este? Yo creo que a través de LinkedIn está mi perfil. Alex Messa Yo creo que es la forma más extrema, rápida y este y a estar con mis datos de contacto. Entonces estoy por ahí, diría yo.

 

[01:08:51] Perfecto, pues nuevamente muchísimas gracias. Y bueno, gracias a todos los que nos están escuchando en esta primer episodio o primer capítulo de la nueva serie de Supply Chain OWW en español. Ha sido un gusto y un privilegio tener a Alex Mesa como nuestro primer invitado y esperemos que les haya gustado. Esperemos que hayan aprendido tanto como como yo aprendí. Creo que fue una entrevista con un toque muy humano y con ciertos comentarios muy prácticos que cualquiera de nosotros, independientemente de nuestra industria o nuestra experiencia, pudiéramos aplicar este por favor no, no se olviden de si les gustó esta llamada y quieren pertenecer a la comunidad de Supli Now. Por favor síganos. Estamos en cualquier plataforma en la que escuchen sus podcast. También nos pueden visitar a la página Supply Chain Ya.com y escuchar también estas entrevistas en nuestro canal de YouTube. Nuevamente, muchísimas gracias a Alex. Este casa tiene presencia. Un placer. Y como decía Bob, mis papás en algún momento en esta vida no nos no se tienen lo que es lo que lo que te mereces. No hay mucha siempre. Mucha gente dice bueno, es que no es justo, es que. Pues no, es que no se tiene lo que se merece realmente, se tiene lo que se logra negociar, lo que se logra trabajar duro y claro. Bueno, creo que tú eres un este testimonio de del trabajar duro, hacer muchas preguntas que no te de miedo, cometer errores y nuevamente gracias. Espero que a todo mundo les haya gustado y los esperamos en el próximo episodio de Supply Chain Out en español.

 

[01:10:32] Gracias, Enrique. Hasta luego.

 

[01:10:34] Hasta luego, Alex. Gracias.

Episode Summary

In this episode of Supply Chain Now en Espanol, host Enrique Alvarez welcomes Alex Meza, with RioRev Partners, to the podcast. Enrique and Alex talk about growing up in Mexico and the United States, Alex’s professional experience, and trade between the two countries.

Episode Transcript

[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.

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Encontrando Soluciones y Facilitando el Comercio Entre México y USA: Alex Meza con RioRev Partners

Featured Guests

Alex Meza has over 20 years of experience in senior leadership roles in the international and domestic logistics space. Born and raised in Mexico, Alex has spent all of his career helping companies navigate the complex waters of international commerce. He has held leadership roles in publicly traded companies such as Wallenius Wilhelmsen Logistics, as well as large family-owned private companies such as Jack Cooper Holdings, where he held the title of President and COO. He currently leads a private investment firm named RioRev Partners, LLC which is focused on building a logistics platform concentrated in cross-border US/Mex trade.  Connect with Alex 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 Miranda

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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.

Patch Reilly

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Patch is a fourth-year Management Information Systems and Marketing major at the University of Georgia. He is working with Supply Chain Now in data analysis, finding insights and best practices to increase company efficiency. Patch previously worked as an intern at AnswerRocket, a data analytics company where he gained invaluable knowledge about analytics, webpage SEO and B2B marketing best practices. In his free time, he enjoys playing tennis, going to concerts, and watching movies.

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Vicki White

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Vicki has a long history of rising to challenges and keeping things up and running. First, she supported her family’s multi-million dollar business as controller for 12 years, beginning at the age of 17. Then, she worked as an office manager and controller for a wholesale food broker. But her biggest feat? Serving as the chief executive officer of her household, while her entrepreneur husband travelled the world extensively. She fed, nurtured, chaperoned, and chauffeured three daughters all while running a newsletter publishing business and remaining active in her community as a Stephen’s Minister, Sunday school teacher, school volunteer, licensed realtor and POA Board president (a title she holds to this day). A force to be reckoned with in the office, you might think twice before you meet Vicki on the tennis court! When she’s not keeping the books balanced at Supply Chain Now or playing tennis matches, you can find Vicki spending time with her husband Greg, her 4 fur babies, gardening, cleaning (yes, she loves to clean!) and learning new things.

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Scott W. Luton

Founder, CEO, & Host

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.

From 2009-2011, Scott was president of APICS Atlanta, and he continues to lead initiatives that support both the local business community and global industry. A United States Air Force Veteran, Scott has also regularly led efforts to give back to his fellow veteran community since his departure from active duty in 2002.

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Greg White

Principal, Supply Chain Now
Host of Supply Chain Now and TECHquila Sunrise

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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Jamin Alvidrez

Founder & CEO, Supply Chain Now
Host of Supply Chain Now, Veteran Voices, This Week in Business History

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.

From 2009-2011, Scott was president of APICS Atlanta, and he continues to lead initiatives that support both the local business community and global industry. A United States Air Force Veteran, Scott has also regularly led efforts to give back to his fellow veteran community since his departure from active duty in 2002.

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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 singing second soprano in the Grayson United Methodist Church choir.

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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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Allie Krasinski

Marketing Coordinator

Allie is currently completing a degree in marketing with a certificate in entrepreneurship at the University of Georgia. She got her social media start through an internship with Shred, a personal training app, and she’s been hooked ever since. She works to optimize our following base while assisting the team with content creation, influencer outreach and other marketing endeavors. Allie can’t wait to keep growing alongside Supply Chain Now.

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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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Natalie Dutton

Marketing Coordinator

Natalie is currently pursuing a degree in marketing with an emphasis in digital marketing and a certificate in new media at the University of Georgia. If there’s one thing she’s learned at the Terry College of Business, it’s that the supply chain is a dynamic, unifying force that’s essential to any business. Natalie helps to amplify the voices of the supply chain here at Supply Chain Now by assisting with media management, content creation and communications.

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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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Page Siplon

Host, Logistics with Purpose

Kristi Porteris 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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We’re always looking for new talent to work with us. Apply below if you are interested in joining the Supply Chain Now team.

Click here to download the Current Openings PDF
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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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Scott W. Luton

Founder & CEO, Supply Chain Now
Host of Supply Chain Now, Veteran Voices, This Week in Business History

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.

From 2009-2011, Scott was president of APICS Atlanta, and he continues to lead initiatives that support both the local business community and global industry. A United States Air Force Veteran, Scott has also regularly led efforts to give back to his fellow veteran community since his departure from active duty in 2002.

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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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