Close to the business. Through to the end.
From winning back the confidence of global customers to leading a restructuring and wind-down.
How I got to iVoy
I built my relationship with iVoy in 2018 and 2019, when I tried to acquire it from Borzo. The transaction never happened, because its owners were not interested in selling that business. Even so, its investors got to know our work in Mexico, and Álvaro de Juan, iVoy’s co-founder and CEO, invited me to work with him. It was not until 2022 that I reached out to him and made the move, joining as CRO in November 2022.
Taking charge of the commercial side
As CRO, I took charge of sales and customer success, and I made two of the company’s three business lines my own. Working with the team, I brought the on-demand business to profitability within 45 days, restructuring back-office costs, adjusting prices, and exiting accounts with negative margins.
A leadership transition after many years is never simple, and global customers such as Adidas, Inditex, Liverpool, and L’Oréal were nervous about the internal changes. I worked with them to explain the new structure and direction of the business and keep their confidence.
Running the company
I later became CEO, and then I lived close to everything: visiting customers and making pickups, spending time in the warehouse, and staying on top of the day-to-day operation. My responsibilities included restructuring, the sale of API integrations to clicOH, a company I later worked with to introduce iVoy’s clients, and the sale of the dedicated-fleet business as an operating unit, including its contracts and people. Both sales helped finance the closing of the company itself.
Closing it responsibly
When the restructuring could not save the company, we closed it responsibly. I have stayed involved for roughly a year and a half after my executive role ended, working with the shareholders and at the front of the bankruptcy proceedings in Mexico (concurso mercantil), without a salary. I stayed to learn from the process and to finish what began under my leadership, because I felt responsible for it.
