I’m starting my 40s, based in Miami, and currently serving as the COO of Group Alto, a tech-enabled service company. We work across multiple industries, helping our clients reduce operational risks through a proprietary methodology grounded in the Broken Windows Theory. As of August 2024, I’ve taken on the role of COO, expanding my responsibilities in operations and finance while continuing to lead the Information team. This team oversees Software Development, Analytics, Data, Security, Innovation, and IT operations.
If I had to describe myself, I’d call myself a holistic technologist. That may sound like a lot, but it’s a simple way of saying I began my career as a Data Scientist (and CFA) and have evolved into a well-rounded C-level executive with expertise in operations, finance, and country management. As a technologist, I’ve had the opportunity to lead nearly every tech-related area, including Software (development, maintenance, and implementation), Hardware (on-premises and cloud), Data (management and security), CISO responsibilities, Analytics, BI, Data Labs, Innovation, and of course, IT operations (methodology, helpdesk). This breadth of experience has given me valuable insights, though I’ve lost some depth and coding skills along the way. In short, I’m the kind of technologist who’s too technical for casual conversations at a birthday party but not technical enough for deep-dive discussions at a hackathon.
On a personal note, I like to think of myself as both an athlete and a geek. I’m passionate about tech, video games, and superheroes, but I spend as much time as I can on a tennis court, in the pool, or on a running track. I’ve been with my wife since high school, and together we have a 6-year-old daughter.
I began my career while studying electrical engineering, with dreams of pursuing a PhD in energy efficiency. I spent time in academia working toward that goal, but my mentor, teacher, and boss recognized that I needed broader opportunities. This led me to the banking industry, where I focused on M&A and Risk Management, while also developing my analytical skills as an Actuary and what we called a Quant at the time.
This path ultimately led to my first management position as Head of Analytics, where I built and led one of the largest analytical teams in Central and South America, along with the consultancy and business development team at Experian. While it was an incredible experience, I felt the need for a new challenge, which is when I moved to Alto, a South American startup at the time.
Over the past few years, we’ve expanded our operations into Europe and North America. Personally, I’ve had the opportunity to lead the tech team, manage country operations, and now oversee the entire organization’s operations
I’d be lying if I said yes. Yes, I’ve always loved tech—I still remember fixing appliances and assembling X386 desktops back in the late '80s. But the path that led me to where I am today was unexpected.
That said, I genuinely enjoy what I’ve built. As I mentioned, I see myself as a holistic technologist, a rare breed. This role brings its own rewarding challenges, like bridging the gap between business and technology. Twenty years ago, this was more of a "nice-to-have" skill, but today, I believe it’s essential.
Have you had a role model or mentor that has helped you on your journey? (If you feel comfortable, please share their name and how they helped you)
I have plenty to be grateful for, especially the people who have supported me over the past 20-plus years. It would take a long time to name them all, and I’m sure I’d miss a few or not do them justice. So, I’ll mention two key individuals.
First, my mentor Angela Cadena, who taught me how to think critically and simplify complex problems. And Steve Platt, who showed me that no matter how difficult a conversation may seem, if you take a moment to pause and understand all the factors involved, you can always find a solution.
How do you see the role of the technology leader evolving over the next 5 years?
Exactly as it is today—and as it has been for the last 20 years—tech remains both totally unpredictable yet remarkably linear. Who would have thought, just five years ago, that there would be so much buzz around generative AI? And yet, anyone in the industry has been working with AI for the past 15 to 20 years.
The role will continue to be wonderfully challenging, requiring us to simplify complex problems so that others can clearly see the value we bring. We’ll need to improve our ability to prioritize both our own and others’ innovative ideas, all while managing scarce, costly, and limited resources. And, of course, we must stay up to date without forgetting that everything we’ve learned so far is the foundation for tackling our next challenge.
The same challenges we haven’t fully mastered yet. I always tell my teams that we have three cornerstones in our work:
Methodology: We need to become better and faster at what we do. Having a clear, efficient plan is essential—not just for our own processes but to minimize iterations with our clients, allowing us to deliver faster, more effective solutions.
Communication: We must express our ideas in a simpler, more accessible language. Whether explaining the complexity of a project or emphasizing that “you don’t need AI until you understand why you need AI,” our goal is to bridge gaps, not create them.
Focus: Many people don’t realize this, but tech professionals love to help—they just don’t always know how to say they’re overwhelmed without imploding. If we can focus on one task at a time, I believe we can better serve our stakeholders and provide more meaningful support.
I want to help more companies and give back to my community. Whether that comes in the form of being an advisor, a board director, or even an owner—time will tell.
Enjoy the journey. Embrace every bug, every problem. As you grow, take pleasure in developing new skills—you have what it takes to understand so much. Appreciate the small conversations, and savor the big ones too.
"Enjoy the journey. Embrace every bug, every problem."
There’s still a misconception that IT professionals can’t understand the business side. I still face this perception. Over time, I’ve learned that we need to "walk the walk"—to demonstrate that not only do we understand the business, but in many cases, we may understand it better than most.
However, trust is key. We need to build that trust and prove through results that, even though we approach problems differently, we can deliver better outcomes.
There’s no question about it—every time one of my mentees achieves a dream, whether it’s starting their PhD, landing a big job, or reaching a personal milestone, it’s incredibly rewarding.
A big thank you to Edgar Escobar from GROUP ALTO for sharing his journey to date.
If you would like to gain more perspective from Tech Leaders and CIOs you can read some of our other interviews here.