PIX Robotics LATAM

My first automation project lost money. I've done many projects since, and I'd love to brag that I learned my lesson and never screwed up like that again, but that wouldn't be true. That first one was in 2010. My partners and I had just started a software company, Improve Group, we were twenty-five and very smart, and a big auto parts company asked us to automate its purchasing. Hundreds of thousands of part numbers, God knows how many suppliers, a monitor the size of a TV on every desk, which I'd never seen before, and not one person who could tell you where a particular part was. You know what a twenty-five-year-old sees in that? A beautiful problem. We wrote a clever algorithm, estimated two months, sold three to be safe, and felt very grown-up. It took more than a year, and the funny part is that the algorithm was ready on time and worked. The year went into everything else. The warehouse manager had his own part numbering, which matched the shelves, and wasn't going to give it up. Purchasing had theirs, which matched the invoices, and wanted the report to look like their ten-year-old spreadsheet. The deputy director approved things on Tuesday and the director overruled him on Thursday. None of it looked like a problem: a week here, two there, one more field, one more meeting with someone who'd missed the previous one. We had estimated how long the code would take. Back then none of us thought to estimate how long it would take everyone to agree. What I took from that year wasn't the loss, it was the client. He's usually a tired man who has been drowning in this mess for years, and what he wants, if you listen past the requirements, is one button: press it and it all goes away. I think that's the most honest brief there is. He lives in two modes. In the first he doesn't believe you: what do you know about my business, we've had people like you before. That lasts until the first thing works. Then he flips and wants everything automated, including what was living perfectly well in a paper notebook. For the first time in years something got easier, and he wants more of it. In his place, so would I. Today I hear the same wish, from people with much nicer monitors. Only the name on the button has changed: it was a system, then an app, then a robot, and now it's AI, plug it in and it does everything by itself. I'm no different. I spend half my day talking to an AI. But the trick, as far as I can tell, was never in the technology. Our clever algorithm, those two proud months, is an evening's work with AI now. The warehouse manager still has his numbering, purchasing still has its spreadsheet, and everyone still has to agree on what the button does. Technology has come a long way. Understanding how people think, why they actually come to work and what drives them has not. Writing the code takes an evening now. Getting everyone to agree still takes a year. I should know. I've sold three months more times than I'd like to admit.

Doing business is boring. Building a company is exciting. That’s usually where things go wrong. My first business was romantic in all the predictable ways. My partner and I built custom websites. We made enough to survive. We read the right books, talked about culture, and believed people were the main asset - that everything could be fixed with the right motivation. It always felt like we were just about to take off. We didn’t. One day we sat down, looked at the numbers, and shut it down. No drama, just the uncomfortable realization that enthusiasm isn’t a business model. After that, I ended up in a small regional consulting firm. The clients were very real businesses: pig farms, factories, reinforced concrete plants. The youngest person there was about twenty years older than me. Zero startup vibe, zero romance. I was still high on “people-first” ideas and modern management theories. My new colleagues believed in numbers. At first, I looked at them with quiet arrogance. Dinosaurs. Where’s the ambition? Where’s the scale? Their work never started with a mission statement. It started with P&L and cash flow - simple models where you could actually see how money moved. I remember thinking: this is boring. And then one day it clicked. Yes, it’s boring, but it’s fundamental. Business is a mechanism. If the mechanism doesn’t work, no amount of culture will start the engine. Everything there was brutally practical. Living off working capital? You could see it. “Growing” by accelerating losses? You could see it. Cash stuck in receivables? You could see it. No philosophy, just visibility. Almost twenty years later, every time I step into a new project - startup or established company, I start with the same boring thing: the model. I’m still surprised how often it’s missing. Especially in startups. There’s always talk about strategy, expansion, entering new markets, hiring plans. But no real economic model. At all. Over time it became very simple. A company is energy: people, offsites and strategy decks. A business is capital turnover. How much money goes into the cycle? How long it takes to come back? With what margin? Where it gets stuck? What speeds it up? What kills it? I’ve seen projects go from “promising” to “let’s not do this” in two hours of honest work with the numbers. That probably saved me years of my life. Financial models built “for investors” are usually the most optimistic. Investors typically understand numbers better than anyone in the room. You’re unlikely to impress them with fantasy. Yourself? Much easier. Eventually it became obvious: strategy is the impact your decisions have on capital turnover. If you can see that, you’re managing a business. If you can’t, you’re managing the feeling that you are. I still believe people are the main asset. I still believe culture matters. Culture can amplify what works. It can’t fix what doesn’t.

Estamos construyendo el equipo de ventas de PIX en América Latina. Buscamos un vendedor que lleve el ciclo completo: base fría y leads entrantes, acceso al decisor, discovery, demo, contrato. Con los clientes en español; con el equipo, en ruso. Remoto y te capacitamos en el producto.

Строим направление продаж PIX в Латинской Америке. Ищем продавца, который ведёт сделку целиком: холодная база и входящие, выход на ЛПР, discovery, демо, договор. С клиентами — на испанском, работа и отчётность — на русском. Удалённо, продукту научим.

Ищу сложный проект Я много раз видел одну и ту же картину: консультанты приносят стратегию, коучи задают вопросы, адвайзеры делятся опытом, а бизнес застревает между «надо менять» и «кто подпишется под цифрами». Вот этот промежуток - моя территория. Мой фокус: компании в переходной зоне, где нет готовых правил. Это могут быть рынки, где меняется регуляторика, где серые зоны начинают формализовываться, где невозможно просто «войти и работать по методичке», а нужно поехать, разобраться, связать всё воедино и ошибаться, чтобы получилось. В таких проектах у меня обычно наибольший мэтч и результат. Я занимаюсь изменениями: выход на новый рынок, подготовка к раунду, смена роли фаундера, упаковка под сделку. Я всегда работал с цифрой. Сейчас это AI - и задача та же: не воткнуть очередного агента, а довести его до работы внутри компании, где он приносит деньги, а не жжёт их. Роль может называться по-разному, но суть одна: не презентация, а действие, которое доводят до результата. 4 экзита. Продукты с 10M+ пользователей. Работал в России, MENA и Латинской Америке. Живу в Буэнос-Айресе.

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