-What does your family's business do, and what was your role there?
-The family business focuses on real estate investments and sales. We handle various types of investments, ranging from agricultural properties to buildings, housing complexes, rental properties, and specialty businesses. The company was founded by my father over 40 years ago, and he is still actively involved in the business.
Seventeen years ago, my older brother joined the company, so the three of us were the family members working there. During my time at the company, I held two positions: sales manager and marketing manager.
We had to change the way we worked and managed information, since we had never before invested in or implemented new technologies.
Information management was very rudimentary, so we were losing a lot of sales! It was essentially a cultural shift that I was only able to implement halfway, since resistance to change was so strong that it made me give up the fight. Those years taught me that no matter how much willingness there is to change beforehand, it’s very difficult if the top positions remain filled by the same people who’ve been there for many years.
I also learned that when a company is successful, it’s even harder to get people to understand the importance of modernizing processes, since they weren’t seen as problematic—after all, the company had been growing steadily for years.
-What business ventures have you undertaken?
-At the end of 2009, I officially left the family business to focus on my own ventures. In December of that year, I got married, and we moved to Barcelona, Spain, since my wife had been awarded a scholarship from the Carolina Foundation (through ORT) to pursue a master’s degree.
During my stay in Barcelona, which lasted throughout 2010, I decided to devote myself to what I was truly passionate about: finding a business venture of my own to develop. I reached out to contacts and acquaintances. I started taking courses at a public university through the Barcelona Activa program; I had several ideas but couldn’t develop any of them. A couple of months before returning to Uruguay, while out walking, I saw what would eventually become my first project, Altilec S.A.
Altilec provides rental services for PAUS brand aerial work platforms to individuals and businesses. We sell the entire PAUS product line in Uruguay, Brazil, and Argentina (aerial work platforms, construction, agricultural, and industrial machinery).
PAUS is a leading German manufacturer of lift platforms and machinery for the construction, agricultural, and industrial sectors. It was founded in 1968 by Hermann Paus Maschinenfabrik GmbH. Lift platforms are a relatively new type of machinery in Latin America; however, they have been the preferred method for lifting furniture and similar items in Europe for more than three decades.
Upon my return to Uruguay, I began developing this joint project with a new startup: Infocasas, a company dedicated to publishing real estate listings for both sales and rentals.
Both companies thrived, and in 2012 we launched a new venture, Impactus, a creative studio that provides digital solutions for all types of businesses, including web design, social media management, newsletters, custom software, and more.
-What did you see that inspired you to start Altilec S.A.?
While walking through the streets of Barcelona, I saw an electric platform used for lifting furniture. It consisted of a telescoping ladder mounted on a trailer. It was parked on the sidewalk with the ladder extended to the 10th floor.
They were carrying up a huge armchair that must have weighed over 150 kilos, with just two people doing the work. The task probably didn’t take them more than 10 minutes, which made me think of Uruguay and imagine what the climb would be like there. It would take six or seven people—two at the bottom and the rest at the top. The workers would be shouting to guide the armchair as it went up. The ones at street level would have to be across the street, pulling on the rope so the furniture wouldn’t bump into the building’s facade.
The fact that something as difficult as moving to a high-rise apartment on busy streets could be handled so quickly and safely with these machines was the driving force behind developing this idea in the region. Less labor, greater safety, and faster service were the key selling points for investors.
-How did growing up in a family of businesspeople influence your decision to become an entrepreneur today?
-For me, it was crucial, since ever since I was a kid I’d heard my father say he’d rather own a newsstand than work for someone else, because no matter how small the newsstand was, it was his.
Today, after having worked at a travel agency, an international bank, a family business, and other places, I realize that those words have become my own—I simply can’t stop myself from taking the initiative and seeing an idea through to fruition. I believe that every opportunity is within our reach, and it’s up to us to seize them. I value and respect the traditional office worker—whether at a multinational corporation or in an operational role—but I don’t really see myself in that setting.
-The college offers courses specifically on family businesses. Did you find tools in the program that you could apply to a family business?
-There are courses and professors who are very knowledgeable about family businesses, and for me, that was a huge added value, since one tends to think that if a business is successful, it will remain so forever. After studying many case studies that show how poor family management can destroy a business or how family disputes can have a massive impact on it, I came to realize just how important these courses are—and it was a valuable personal learning experience.
-How did your career influence your decision to become an entrepreneur today?
-Today, several years after graduating, I realize more and more that this is the degree program best suited for an entrepreneur—one that provides the best overview of a company’s various departments and teaches you how to apply that knowledge to a new venture, which is essentially a startup. I believe that courses like “New Ventures” and the various strategy courses had a major influence on my decision to pursue entrepreneurship today.
-What skills do you think you developed during your studies?
-It’s hard to list specific skills, but I think the program—with its constant case studies, required assignments, and so on—has given me a starting point for analyzing opportunities, evaluating them, quantifying them, assessing them, and measuring the risk. I think it’s taught me not to be so impulsive and reckless, but rather to plan ahead and put together a two-page business plan to get started.
-How do you manage to balance your time between your different jobs?
-This is a really, really personal issue for me right now. I’m currently running all three companies, which means I work 12 to 15 hours a day, plus some weekends. I admit it’s not ideal, but the business demands a lot from you, especially during these growth phases. Luckily, I’ve built a great team, and together with my partners, we support each other and try to create the best possible work environment.
As for my family, it’s really tough—I don’t get home until 10 or 11 p.m. or even later—but I have my wife’s support, and that’s really what keeps me going and allows me to work so hard. Looking ahead, I’m planning to delegate more and work a few hours less, but for now I’ll keep going like this. When you’re in the office and don’t look at the clock all day, it’s because you’re undoubtedly working on what you love.
-What are your career goals?
-I’d like to grow as an entrepreneur by investing in new ventures and funding others. I can’t stand monotony, so constantly engaging with new industries is what keeps me most active and motivated.