GEMSO Diversification beyond borders and boundaries
PROALMEX
Flavor for export
CORPORACIÓN AG
A resilient supply chain made to overcome challenges
BANCO ADEMI Making banking possible for Dominicans
This new issue covers enterprises that came to this side of the Atlantic Ocean to pursue continual success, as well as others that have transcended domestic notoriety to also be found abroad.
Saint-Gobain PAM found its way into the Ecuadorian pipelines over a century ago, and is currently present along the waterworks of most major cities in the continent. In Central America, the Belca operation became, practically, the first foodservice brand in the region, created in Costa Rica to become a success in Guatemala and currently replicating this same feat in El Salvador.
Mexico keeps showing it has a lot to export; from flavored drinks produced in the Yucatán Peninsula, by Proalmex, to the berries, tomatoes and one of the top brands in wheat flour from Grupo
Empresarial Sonorense. The latter operates diverse business units, including real estate developments in the Northwest of Mexico, car dealerships, financial services and, as mentioned, food and agricultural. Supply chains have been one of the most notably areas of different industries that still suffer from the pandemic’s consequences; nevertheless, Corporación AG, in Guatemala, has displayed it’s supply chain i is -no pun intended- made of steel, making the most of every resource in order to keep fulfilling orders in all of Central America.
Last, but not least is Banco ADEMI, undergoing a Digital Transformation to keep its mission of bringing financial services to every Dominican.
Thanks for reading and sharing The Boston Business Review!
Mateo Rafael Tablado, Editor in chief for The Boston Business Review
Email:
rafael.tablado@thebostonbr.com
Managing Director
Jassen Pintado
Creative Director
Omar Rodríguez
Editor in Chief
Rafael Tablado
Editor for Brasil
Flavia Brancato
Translations
María Murgui
Finance Director
Christina Nichole
Social Media Director
Maria Elena Gastelum
Content Coordinator
Alicia Barrantes
Project Directors
Ana Macfarland
David Alarcon
Giuseppe Modenesi
Lucy Verde
Marcelo Modenesi
accordingly
Produced by Jassen
Pintado
Written by Mateo Rafael Tablado
Translation by María Murgui
Creative Direction Omar Rodríguez
Interviewee
Hermann Varon, CEO of LATAM Norte for Saint-Gobain PAM
Continuous and dedicated Research and Development, aligned with the principle of placing clients at the center of operations, have led SaintGobain PAM LATAM Norte to the leadership in water pipelines and other industries
Saint-Gobain PAM is a French company established in 1856 dedicated to pipe production. Evolution has undoubtedly been one of its constants, reflected in both material development and techniques to achieve increasingly better functionality.
In the 1970s, PAM joined forces with SaintGobain, a French company dating back to the 18th century, created under orders of HM Louis XIV. This merger gave rise to various specialized activities, leading to the current Saint-Gobain group, with an international presence on all five continents. Since its foundation, Saint-Gobain PAM has been dedicated to the conception, design, manufacture, and marketing of ductile iron products for water supply, sewerage, irrigation, and industry.
The company’s foray into Latin America began with the arrival of the first pipes at the port of Guayaquil (Ecuador) in the 1920s, establishing a significant presence on the continent by supplying pipes, accessories, and PAM valves to its major cities’ water networks.
Saint-Gobain PAM owns production plants in Europe, Asia, and Latin America, with its two plants in Brazil supplying approximately 50% of the products for sale. The company is supported by commercial offices in Mexico, Colombia, and Peru, where it also has strategically located distribution centers. “We are a significant actor in the global water and sanitation sector,” said Hermann Varon, CEO of Saint-Gobain PAMLATAM Norte.
Varon is a civil engineer who graduated from the Julio Garavito Colombian Engineering School
(Escuela Colombiana de Ingeniería Julio Garavito), specializing in Environmental Sanitation at the same institution. He also completed a specialization in Commercial Management at the University of La Sabana, (also in Colombia). His tenure at Saint-Gobain PAM dates back more than 15 years, during which he has held different positions in commercial areas, being appointed CEO of Saint-Gobain PAM-LATAM Norte in late 2021.
REFERENCE IN WATER AND VARIOUS INDUSTRIES SOLUTIONS
Saint-Gobain PAM specializes in designing and manufacturing products and services capable of preserving water quality and the environment, not only in the present but in a lasting manner that benefits future generations.
The company provides comprehensive solutions for ductile iron pipelines, serving not only the water and sanitation sectors but also the general industrial sector as well
- Hermann Varon, CEO of North LATAM for Saint-Gobain PAM
as mining, being a reference in water conveyance projects.
Constant contact with markets, its clientele, and the development of increasingly better solutions provide Saint-Gobain PAM with a leadership position, expanding its reach to new markets.
“Our reputation is based on our know-how, the reliability of our products, and the performance of the services we provide,” said the executive.
In addition to close client relationships, what distinguishes Saint-Gobain PAM and sets it apart from the competition is the durable and highly functional material that allows for robust solutions, from which the following attributes stand out:
• Use of ductile iron, composed of an alloy of iron, carbon, and silicon, with resistance features resulting from the spheroidal
shape of the graphite obtained by magnesium treatment. PAM ductile iron pipes are solid under loads, and resistant to pressure, and impacts.
• The standard automatic selfsealing joint is quick to install. Its angular deflection provides flexibility and adaptability, which is crucial in unstable terrains, and is reconfigurable when obstacles are present. This element requires no on-site welding or reprocessing for coating repairs.
• The internal lining in highfurnace cement mortar, applied by centrifugation, is certified for potable water pipes, ensuring perfect adherence to the pipe’s internal walls, and guaranteeing hydraulic capacity.
• External coatings of zinc, aluminum-zinc, or Biozinalium ensure long-term protection with a self-repairing coating that responds to various soil types, even highly corrosive ones.
“All our products are certified and even surpass requirements of international or European standards,” added Varon.
CLIENT AS MAIN
AND AS A PARTNER
All solutions and products offered by Saint-Gobain PAM, as well as their features, aim to provide clients with the best resources available.
The company offers a catalog with over 50,000 entries, facilitating the design of networks of any size and complexity, considering different variables, including the availability of digital tools such as the PAMCAD software, available in different languages and indispensable for different processes in each project, as well as BIM libraries. Additionally, there are fast
installation solutions for builders that do not require specialized personnel, equipment, or machinery. These also do not need welding processes, X-ray tests, coating repairs, or demanding foundations. The assembly rate of ductile iron with sockets is unparalleled due to its robustness, allowing it to withstand high usage pressures and external accidents. The quality of the coatings protects pipes from external corrosion, preserving water quality. Each product is highly durable, and entirely reliable throughout its lifespan, allowing for sufficient and high-quality water supply.
“We see our clients as long-term strategic partners, which is why our solutions are designed to be easy to use, quick to install, and reliable throughout their lifespan,” explained the CEO.
Globally, the Saint-Gobain group of companies ranks among the top 100 most innovative companies. Therefore, Saint-Gobain PAM constantly works to optimize the performance of materials,
coatings, and joints. The company’s engineers and specialists have developed more than 150 inventions, resulting in over 1,500 patents to date.
Saint-Gobain PAM’s Research and Development Department was established in France in 1933. This
“Technocenter” is operated by a team of more than 130 professionals, including engineers, technicians, developers, and postgraduate students, dedicated specifically to researching and developing new solutions until industrialization. The capacity for generating optimizations, development, and market introduction of new products is such that one in every four products sold by SaintGobain PAM did not exist in the market five years ago. At a global level, in 2020, these new products represented approximately 30% of the company’s total sales.
At Saint-Gobain PAM, environmental preservation and sustainability are commitments fulfilled through actions on all fronts. Between 2018 and 2021, the company invested over US$148 million in its entire industrial
apparatus to reduce its production’s environmental impact.
These measures have resulted in reduced water and energy consumption, waste generation, and discharge of industrial water. The company maintains objectives such as reducing CO2 emissions by 2025, and aiming to achieve carbon neutrality by 2050.
The LATAM Norte operation of Saint-Gobain PAM, as well as others worldwide, is supported by PAM Bionergia, a division located in Brazil dedicated to the cultivation, processing, and transportation of charcoal, used as vegetable fuel in the company’s blast furnaces in Barra Mansa. Currently, it is the only company using vegetable charcoal instead of mineral coal for its production processes.
“We are committed to respecting the environment,” said Varon.
CONTINUING TO GROW, INCORPORATING NEW PRODUCT AND SERVICE SOLUTIONS INTO OUR PORTFOLIO, AND DEVELOPING NEW BUSINESS MODELS ARE TASKS WE FOCUS
ON TO
- Hermann Varon, CEO of North LATAM for Saint-Gobain PAM
After a successful 2022 in the North LATAM region, Saint-Gobain PAM maintains high expectations for the end of 2023, despite the challenges in this and other industries.
The Digital Transformation process the company has undergone since 2022 will result in becoming a more
efficient operation in industrial, logistical, and commercial matters.
“Continuing to grow, incorporating new product and service solutions into our portfolio, and developing new business models are tasks we focus on to build the future,” concluded Hermann Varon, CEO of North LATAM Region for Saint-Gobain.
FOUNDED: 1856
INDUSTRY: Construction CONTACT: Hermann.Varon@saint-gobain.com www.pamline.com.co
Upon challenges displayed by macroeconomic contexts and the region, Corporación AG has strengthened its supply chain and logistics area by creating strategies in different fronts, optimizing its offer and service
Produced
by
Jassen Pintado
Creative Direction Omar Rodriguez
Juan Jacobo Alvarado, Chief Supply Chain Officer for Corporación AG
Corporación AG has been a loyal ally along Guatemala’s development within the construction sector. Its 70th anniversary is an ideal time to emphasize the company’s accomplishments resulting from expanding its operations, contributing to growth in all of Central America and the Caribbean, supporting the livelihoods of more than 1,800 collaborators.
Its management’s endeavors and vision have, throughout the years, kept Corporación AG experiencing constant growth and expansion, from construction materials distribution to becoming a full-fledged leading producer and marketer of steel products in the territory through a wide network, with both own and outsourced outlets, besides relying on SIDEGUA, one of Latin America’s cutting-edge steel plants.
In order to sustain this leadership, during recent years AG acquired
companies such as Tubac, Typsa and Megaproductos, which have contributed to increase efficiency and, as a result, deliver a wholesome offer contributing to the company’s positioning as a leading supplier for a complete line of solutions for construction.
It must be noted that the corporation is certified under international standards guaranteeing every product’s quality. And, to reaffirm a commitment to transparency all along its business model, the company has reinforced its zero tolerance policy toward bribery, by re-certifying under the ISO 37001:2016 standard, ensuring compliance and maintenance of the Anti-bribe Management System up until 2026.
Juan Jacobo Alvarado, Chief Supply Chain Officer, who has worked for Corporación for more than 20 years, commented that the fore-mentioned attributes have resulted in boasting
THROUGH RODRIGO GABRIEL’S -OUR CEOVISION, THE SUPPLY CHAIN DEPARTMENT WAS CREATED WITH THE PURPOSE OF ACCOMPLISHING A COMPETITIVE ADVANTAGE AND FOCUS
- Juan Jacobo Alvarado, CSCO for Corporación AG
one of the broadest, top-quality portfolios in the steel industry in Central America.
During seven decades, Corporación AG has evolved its organizational structure and upgraded its management systems, thus providing support to the enterprise’s growth.
In 2016, this evolution carried into the deployment of a structure from which new c-level positions arised to bring prominence to the business core, along with other positions contributing to its development. From then on, Corporación AG completed the following achievements, resulting in a positive impact on its supply chain and reaching stocking and sales records:
• Increase in global suppliers network
• Accomplishing balance between long and
nearshoring suppliers
• Increase in Order fulfillment
• Growth in distribution network
• Increase in production output
• Optimization of sales and operations planning
• Deployment and improvement of Net Promoter Score
• Increase in product portfolio
• Centralization of production operations
“Through Rodrigo Gabriel’s -our CEOvision, the Supply Chain Department was created with the purpose of accomplishing a competitive advantage and focus,” Alvarado added, since this department leads in a transparent and close way most of internal stocking, production, demand and logistics, with the purpose of
delivering better results in costs, working capital and service.
Being an important part of its endeavors and sustainability plan, AG deems its relationships with suppliers and clientele as very important, going beyond a simple commerce transaction, since working hand in hand with them results in offering better products and services. Resources such as satisfaction surveys and loyalty programs like “Recycling Agents” and “Transportation Agents” have contributed to upgrade different aspects of the stocking cycle.
To balance its value chain and take on challenges such as the setbacks in stocking and logistics as a result of COVID-19, AG has taken different measures, such as an increase in its shipping capability by incorporating new distribution centers in Guatemala
and Honduras, operating with new technologies for inventory management, as well as integrating forecasting and other processes. New management methodology such as Lean Manufacturing and Scaling Up, among others, have contributed to improve operations and create management manuals. Also, the optimization of processes such as Sales and Operations Planning, Strategic Procurement, Order to Delivery, Lead to Cash, Go to Market and Route to Market have been reviewed along with some of the top consulting firms, worldwide.
As much as there is potential in a territory host to a market of approx. 50 million inhabitants, there are also historical challenges in Central American countries: lack of infrastructure in land roads, scarce
WHEN EXPERIENCING ACCELERATED GROWTH, ONE OF THE BIGGEST CHALLENGES IS FINDING WORK METHODS WHICH ALLOW THE INCORPORATION OF EFFECTIVE AND EFFICIENT CAPABILITIES
- Juan Jacobo Alvarado, CSCO for Corporación AG
Primetals Technologies Mexico with Workshops located on the Metropolitan area of Nuevo Leon since 1994, nearby the USA border, is a service and product company for the siderurgical industry value of chain, supported by centers of competence worldwide.
Our portfolio of solutions and services:
● Workshop inside customer facility dedicated to the off-line maintenance of a 2 Strand Thin Slab Caster that produces more than two million tons per year.
● Alignment and measurement specialized services for Casters and Mills.
● Fabrication and redesign of components and equipment for Steel Furnaces and Casters (EAF – QEAF – LF – RH – VD – CCM)
● Caster Monitoring and Assessment Process Services for operation parameters and better maintenance practices.
● Refurbishment for Mills equipment such as: Pinions, rolls, chocks, mandrils and similars.
● Innovative online platform created byPrimetals Technologies to bring together a wide rangeof E-Services in one place, where steel producers can order spare parts online andcentralize document management. primetals.com
Bid Project Manager miguel.escamilla@primetals.com
regulation and enforcement, low-quality custom processes and few professional transportation options. Such factors affect delivery times, besides increasing costs for every order.
Jacobo mentioned another factor recently affecting logistics: drivers migrating to the U.S., which adds up to costs, making them a hefty expense in Central America, as land freight between Guatemala and Costa
Rica ends up being almost 50% more expensive than sea freight between Guatemala and China, which makes it a very sensitive matter.
Corporación AG has overcome such obstacles through innovation in conveyance, recurring to closecoupled trailers, cross-docking and creating flexible fees that do not increase costs. Such strategies have been paired with training, partnerships with security companies, real-time
surveillance and contributing to the creation of a compliance and quality culture that has enabled the company to keep shipping in an uninterrupted manner, maintaining leadership within the business.
On a different matter, 2023 has seen the steel industry, globally, facing different challenges which came up in recent years: from production being affected by the conflict between Russia and Ukraine to changes in the global supply chain due to COVID-19 restrictions, which seems to lead into a search for closer, diversified sources.
Major challenges imply that Corporación AG should stabilize regularity in order delivery and service, avoid bureaucratic paperwork, simplify processes and increase agility.
The executive finalized by pointing out that, “when experiencing accelerated growth, one of the biggest challenges is finding new work methods which allow the incorporation
of effective and efficient capabilities and skills able to maintain excellence and quality in processes, products and individuals.”
Highlighting the different areas of Corporación AG, it’s important to mention that the company is the largest metal recycling company in Guatemala and Central America, basing its production in a circular economy model, adding up to care for the environment and a responsible residue management.
More than 50% of the corporation’s production comes from recycled steel, and it should be noted that the company relies on a complete recyclers and supplies network in Central and South America and the U.S.
Grade 60 and Grade 80 rebar are produced from 100 percent recycled material, verified by the Guatemala Green Building Council (GGBC), which allowed the development of an eco-label boasting the Sustainable Commodity seal from the The Guatemalan Cleaner Production Center (CGP+L).
These badges enable clients to possibly obtain certifications such as EDGE, LEED and “Casa Guatemala”, accruing points due to the construction material, being steel in this case.
A steady growth in its diversification of business divisions enables Grupo Empresarial Sonorense to become a force that has gone beyond borders
The history of Grupo Empresarial Sonorense (GEMSO) dates back almost 90 years, having been founded by the late Mr. José Ramón Fernández Suárez and his grand vision, years after immigrating to Mexico.
The company that gave rise to the group is a wheat mill, whose growth and development over the decades resulted in diversification into developing businesses in the agriculture industry, finance, automotive and real estate sectors.
Produced by Jassen Pintado
Translation by María Murgui
Creative Direction Omar Rodríguez
Interviewee
Jorge Alberto Raptis, CEO for GEMSO
- Jorge Alberto Raptis, CEO for GEMSO GEMSO then, now and always will be a group recognized for its solid values and business vocation that prioritizes the customer
For nearly a century of growth, GEMSO has stood out not only for its significant expansion but also for conducting its operations with high business ethics and the human quality of its personnel.
“GEMSO then, now and always will be a group recognized for its solid values and business vocation prioritizing the customer,” added Jorge Alberto Raptis, CEO of GEMSO.
Jorge Alberto Raptis’ career has unfolded through various companies, with a focus on the fast-moving consumer goods industry. He gained experience in senior management and executive positions at companies such as Coca-Cola FEMSA, PepsiCo, Danone, and Grupo Lala, as well as in business management at ADO, a major passenger bus line in Mexico.
His academic background includes a bachelor’s degree in Business Management from ITAM (Mexico Autonomous Technological Institute), followed by a master’s degree in the same discipline at ITESM (Monterrey Institute of Technology and Higher Education, also in Mexico), and an MBA at the University of Texas in Austin (United States).
Raptis focuses his leadership at
GEMSO on ensuring the sustainable growth of the group, leading efforts to transcend the regional and national markets and enter international markets through globally growing sectors.
“When I was asked to join this group, I saw a group with ethical, integral partners and a desire to grow,” commented the group’s CEO.
Beyond its name, GEMSO not only prevails in the northwest of Mexico, but also operates in the central, western and northeastern parts of the country. It is also present in the United States in Arizona, California and Nevada, and throughout the country through products marketed and distributed in some self-service chains.
This impressive geographic presence is driven through five business divisions:
• Molinos GEMSO, a company focused on producing the strongest brands of wheat flour in the Northwest of the country, giving identity to this traditional northern Mexican food.
• Autos GEMSO. This division has established strategic alliances with leading automotive brands such as Changan, Ford, Lincoln, Mazda and Peugeot, and is about to close representation agreements with other nationally relevant brands.
• Agroindustrias GEMSO is dedicated to high/medium technology greenhouse production and export of ‘cherry’/’grape’ tomatoes and berries for the most important chains in the United States under the Nature Sweet and Berry World brands.
• Financiera GEMSO, an entity in charge of providing financing for about 50,000 acres of different
We are a leading company with more than 80 years of experience in the market dedicated to the manufacture of paper bags and sacks. Now, we also work with laminated coils and polyethylene bags.
GEMSO has a diversified portfolio of products and services, allowing us to reach different audiences and satisfy different needs
- Jorge Alberto Raptis, CEO for GEMSO
• Desarrollos GEMSO. The group’s real estate firm focuses on projects to be developed in high-value areas for uses such as shopping malls, corporate buildings, and sports complexes.
The relationship that GEMSO maintains with its diverse list of suppliers is undoubtedly one of mutual support.
“GEMSO has a diversified portfolio of products and services, allowing us to reach different audiences and satisfy different needs,” added Raptis.
Through Financiera GEMSO, the company provides support and development to its suppliers in the countryside, offering a technological package enabling them to achieve better results out of their crops, along with providing first-hand support to its agricultural producers. In the face of global events that grains to the food and agriculture sector.
have affected wheat prices, GEMSO spared no effort in providing support to compensate for the losses incurred by many farmers, demonstrating solidarity with the countryside.
“We value long-term relationships with our business partners and seek to establish strong collaborations based on trust and mutual benefit,”
said the executive.
THE HUMAN FACTOR: AN EXCELLENT REPUTATION BUILT OVER DECADES
The three pillars defining the work culture at GEMSO are teamwork, respect and excellence. What sets GEMSO apart over decades
of successful business is that the group’s companies have been formed by honorable and respectable partners whose reputation in the community is recognized, generating trust among new hires and those aspiring to join any of GEMSO’s business units.
The group has set the goal of
becoming the best place to work, and one of its most significant efforts in that regard has been to bring in Ms. Sonia Elizalde (Director of Human Capital), who has extensive experience not only in managing the workforce but also in empowering them to achieve their full development.
We will not rest until we make this company one of the most respected worldwide
- Jorge Alberto Raptis, CEO for GEMSO
“We are convinced that we are moving in the right direction, and that can be seen in the opinions of our collaborators and the low levels of turnover we have,” said Raptis.
For GEMSO, sustainability goes beyond concepts announced and broadcast, but it involves concrete actions across all its business units. Efforts such as the elimination of PET plastic bottles, savings in energy efficiency, or the exclusively indispensable use of paper for printing are steps in favor of environmental conservation.
GEMSO maintains consistency between the development of new and profitable business with the ethical operation of each unit of the company, having a clear awareness that the future is formed from the best decisions that can be made today.
“The concept of sustainability must
go beyond a politically acceptable statement. It must come with a real commitment,” commented the director.
Growth has been a constant in GEMSO’s development, with particular emphasis in recent years, considering that in 2022 the group doubled its profits in just one year. It is assured that 2023 will also show growth beyond what was forecasted in its final figures.
Growth not only in numbers but also in operations and business divisions ensures that GEMSO is capable of transcending beyond the areas where it currently operates.
“All paradigms must be left behind, and we will not rest until we make this company one of the most respected worldwide,” concluded Jorge Alberto Raptis, CEO for GEMSO.
FOUNDED: 1926 INDUSTRY: Alimentos / AgroIndustria / Automotriz / Finanzas / Construcción
CONTACT: contacto@gemso.com www.corporativogemso.com
Produced
by
Jassen Pintado
Creative Direction
Omar Rodríguez
Interviewee
Andrée Marie Asturias, Chief International Business Officer for Belca
The development of the food market in Central America is offering new opportunities to companies. Belca’s endeavors in the foodservice specialty have resulted in growth all over the territory, overtaking the leadership. Andrée Marie Asturias, Director for Central America, shared with us details about this achievement as well as from the company’s sustainability agenda, looking forward to increasing its presence into more countries
COULD
YOU PLEASE
BRIEFLY SHARE SOME DETAILS ABOUT GRUPO CIISA, SUCH AS ITS CREATION AND SIGNIFICANT FEATS, INCLUDING THE DEVELOPMENT OF THE BELCA BRAND?
Grupo CIISA began operating in 1969 in the beef export industry as the Empacadora Taylor and Associates packaging company, with North American investors. In 1977 it became part Costa Rican with the El Arreo brand. Once established and known as one of the leading meat suppliers, the company opened the CAMSA (Central American Meats) pork meat production business unit in 1990.
In 1993, the group entered the foodservice industry in Costa Rica as Belca, becoming a ground-breaker in such a specialty in the Central American Market. In 2005, the group entered Nicaragua through Novaterra, S.A., exporting vacuum-sealed meat to different countries.
In 2006, Belca began expanding to other countries in Central America by beginning operations in Honduras. Afterwards, in 2007, Belca broke into Guatemala, and finally, in 2018, in El Salvador.
WHICH ARE THE MAIN COUNTRIES AND TERRITORIES IN WHICH BELCA OPERATES? WHICH ARE YOUR MAIN PRODUCT LINES? WHICH INDUSTRIES DOES BELCA SERVE?
Grupo CIISA operates in Costa Rica, Nicaragua, Guatemala, Honduras and El Salvador. We serve, mainly, through two specialty areas within the food
industry: meat production (with El Arreo, in Costa Rica, both with beef and pork products; and in Nicaragua with beef) and foodservice (in Costa Rica, Guatemala, El Salvador and Honduras), where we became a complete solution for dry, refrigerated and frozen food supplies, as well as a supplier of cleaning products and other items to food operators in every industry: hotels, restaurants, coffee shops, national and international franchises.
I arrived at Belca Guatemala in 2010, its third year of operations in the country, finding myself in a small family business with huge growth potential in the Guatemalan market. We were 32 contributors relying on six delivery
www.nestleprofessional-latam.com/gt
KITKAT® Untable 6x1.01kg
CRUNCH® Buncha Chocolate 4x2.5 kg
MAGGI® Mashed potatoes 1x2.3kg
CARNATION® Evaporated milk 12x1kg
NESTLÉ® Media Crema 12x1L
CHEF-MATE®
Chili con carne with beans
6x3.03kg
MALHER® Chicken flavor bouillon 6x2.3kg
NESTLÉ® Manjar Dulce de Leche 3x6kg
MINOR’S® Bourbon style sauce 4x2.23kg
COFFEE-MATE® Original 200x4g
NESCAFÉ®
Whole Bean Espresso 6x1kg
NESCAFÉ® Espresso 6x500g
MAGGI®
Chicken flavor bouillon 12x920g
NESCAFÉ® Clásico 4x1kg
trucks to cover our market. It’s been hard work from the entire team, as currently we are foodservice leaders in the country. Sales in Guatemala have increased fifteenfold, we have 180 contributors and 35 delivery units covering 100 percent of Guatemalan territory.
In 2016 we decided to take part in the Salvadoran market, finally beginning operations in 2018 in this country. We are replicating the apprenticeship we obtained from operations in previous countries to deliver growth also in Belca El Salvador, driving it to become a success story in foodservice.
APART FROM OTHER FOODSERVICE COMPANIES WITHIN THE TERRITORY, CONTRIBUTING TO BEING CHOSEN BY YOUR CLIENTELE?
Our people and our focus in service makes us different, as we deliver
complete solutions to our clients. We are a one-stop shop, which helps them become more efficient, and instead of wasting time dealing with whatever amount of suppliers, they can fulfill a big deal of their needs here with us. In a world of day-to-day rush, with so much traffic and impersonal communication, we keep providing personal attention, reaching out to our clients and engaging with them in longterm productive relationships.
OF SOLUTIONS ABLE TO DELIVER INNOVATIVE SERVICE?
We have invested in innovative technology. Currently in Costa Rica -still our largest market-, for example, we rely on AI to deal with clients which, due to their nature or location, prefer to call the company to place an order. We also offer bots catering to our clients’ needs (along with Any2Cloud,
It’s been hard work from the entire team, as currently we are foodservice leaders
- Andrée Marie Asturias, Chief International Business Officer for Belca
a company into the tech innovation industry) providing different services: POP (point of purchase) advertising and customer service desks, among others.
IN WHICH AREAS DO THE COMPANY’S STRATEGIC PARTNERS STAND OUT?
Belca’s strategic partners stand
out by being suppliers that want to grow hand in hand with us, contributing to market development. These are suppliers investing in us to boost their market footprint. We are their distribution channel; and more than suppliers, they become -as stated in the question- strategic partners and even friends with whom we have provided growth to brands in
a significant way across our markets.
IN WHICH WAYS IS BELCA CONTRIBUTING TO THE DEVELOPMENT OF SUSTAINABLE PROCESSES AS A COMPANY AS WELL AS IN ITS SURROUNDINGS?
We are a company committed to sustainability. We earned Carbon Inventory and Blue Flag certification in Costa Rica, and we are certified under ISO 14001:2015 Environmental Management in Nicaragua.
We have internal processes engaging our entire supply chain, such as the Sustainable Procurement Program.
Our operations in Guatemala and Costa Rica are, on their behalf, certified under SQF (Food Safety Code for Storage and Distribution), being the only foodservice distribution company in the territory with this credential.
WHAT GOALS IS BELCA ACHIEVING TOWARD THE END OF 2023?
WHICH OF THE COMPANY’S MIDAND LONG-TERM PLANS CAN YOU SHARE WITH US?
The goals for 2023 have been to
We want to become the main food supplier in Central America
and keep conquering countries and always promoting environmental, economical and social sustainability
- Andrée Marie
Asturias, Chief International Business Officer for Belca
keep growing within the markets where we are to industrialize, market, and distribute food in the territory, with the purpose of driving sustainable growth and the growth of our business partners.
We want to become the main food supplier in Central America and keep conquering countries and always promoting environmental, economical and social sustainability. We have
interesting expansion plans to replicate the success model we have featured since its creation.
WHAT CAN YOU SHARE WITH US ABOUT YOUR CAREER REGARDING YOUR EDUCATION, PAST EXPERIENCE AND ANY AWARDS YOU HAVE RECEIVED?
I’m an industrial engineer graduated from the Rafael Landívar University (Guatemala) and I earned a Master’s
in Executive Finance from the Adolfo Ibáñez University (Chile) and ESADE (Superior School of Business Management and Direction, in Barcelona, Spain).
Previous to my more than 13-year experience in Grupo CIISA, I worked for almost 12 years at Procter & Gamble, where I began my career after graduating from college. I entered the Sales department at P&G serving small retailers and pharmaceutical wholesalers, afterwards I transferred to the Customer & Marketing department to develop clients through marketing programs and, finally, during the last seven years of my tenure over there I was in charge of the Market Research department for Central America.
I left P&G in 2006 to focus on my family for a few years. I have three children, two of them are already working professionals and one of them is currently in college. In 2010
I was called to join the Belca project in Grupo CIISA as General Manager for Guatemala. Afterwards, in 2018, I became in charge of El Salvador, and in May 2020, in the middle of the pandemic, I took care of Honduras, bringing a wider scope into my position as Chief International Business Officer for the company.
FOUNDED: 1993
Food Service CONTACT: www.belca.com.gt andree.asturias@belca.com.gt
The expansion of their portfolio over the years and the support of an increasingly well-prepared workforce have led PROALMEX to transcend in the domestic market, bringing their products to more consumers around the world
The history of PROALMEX dates back to 1972 with the “Deliciosa” brand of flavored concentrates for beverages, acquired by Mr. Orlando Casares (now deceased) and his son Abelardo Casares, creating a regional family company.
In 1996, both decided to establish PROALMEX, turning the company into a domestic and internationalscale company, currently offering a wide range of food products. PROALMEX holds the food safety certification FSSC22000 and is currently in the process of obtaining the Safe Company and Clean Industry certifications.
“Our policy of continuous improvement and our relationship with our business partners involve obtaining certifications that guarantee the quality of our products as well as of our processes,” added Mr. Astolfo Valenzuela, General Manager of PROALMEX.
LEADERSHIP AND EXPERIENCE ARE PRESENT IN KEY MOMENTS
Valenzuela graduated in International Business from the Anáhuac Mayab University in Yucatán, Mexico, and also earned a master’s degree in Marketing and Management from the EUDE Business School. His professional career has taken him through companies such as Nestlé, British American Tobacco, and Corporación Castillo Hermanos in key marketing, distribution, and management positions, among others. This is Valenzuela’s second tenure at PROALMEX, a company he returned to as CEO in January 2023. The executive has been a key element in institutionalizing the company, a goal pursued for some time until it was achieved in 2022, allowing PROALMEX to expand its coverage, production capacity and efficiency with the help of a high-performance team.
“We are building a more agile, modern, and stronger PROALMEX,” commented Valenzuela.
We want to become a better place to work, and we are working to make that a reality
- Astolfo Valenzuela, CEO for PROALMEX
After decades of successful performance in the production of flavored concentrates for beverages, PROALMEX began incorporating new product lines into its portfolio at the turn of the century, offering more variety while displaying a robust distribution strategy:
• The liquid concentrates of the DELICIOSA brand, originally for horchata, hibiscus, and tamarind-
flavored beverages, later adding horchata with coconut, as well as varieties without added sugars and different package sizes.
• In 2000, PROALMEX integrated AVENA RIVERO into its brand roster, offering oats in flakes and also in powder form as a milk modifier, with different flavors, such as chocolate, strawberry, banana, cinnamon, and vanilla.
• The MEXQUISITA brand of flavored concentrate for beverages preparation was launched in 2018
for the international market. It is made from natural ingredients in horchata, hibiscus, and tamarind flavors, bringing Mexican tradition to consumers beyond our borders.
• Since 2019, under a Nestlé license, PROALMEX manufactures and distributes all presentations of NESTEA nationally, which has enjoyed consumer preference for more than four decades with flavors such as black tea with lemon, black tea with peach, green tea with red fruits, and green tea with lemon.
• PROALMEX also distributes Nestlé products through traditional channels, offering a complementary portfolio, and strengthening its value proposition.
PROALMEX products are available in Mexico through all distribution channels. The company also has a presence in markets such as Canada, the Caribbean, Central America, the United States, as well as in 20 countries in Asia and Europe.
“We will continue to strengthen our
position in the domestic market and focus more actively on international expansion,” said the executive.
PROALMEX’S products are manufactured in two plants located in the state of Yucatán, Mexico. The liquid and powder concentrate factory is located in Mérida, the state capital, where the company’s corporate offices are also located. Oats and
milk modifiers are produced in the municipality of Umán. Both plants supply 16 national distribution centers.
PROALMEX has a sales structure located in Mexico’s main cities, with coverage throughout the country to be closer to its customers.
PROALMEX is undergoing a series of improvements and optimizations that cover various aspects of its
Undoubtedly, the company is undergoing a standout Digital Transformation as one of its strategic pillars. Aligned with these processes is the migration of SAP Business One to a cloud infrastructure and the deployment of new add-ons, along with a transformation of its work culture.
Results from this optimization, both operationally and administratively, have been reflected in increased efficiency in processes such as inventory management and administrative controls, reducing downtime and minimizing resource waste.
results for the company, as well as the tools they have for their tasks. The human aspect is not left behind, as a feedback loop has been established, allowing the company to define benefits beyond those mandated by law.
Bonuses, awards, and other incentives are factors for talent retention, as are transportation assistance, food vouchers, and a year-end bonus exceeding the one required by law, making talent retention a priority for PROALMEX.
“We want to become a better place to work, and we are working for it to become reality,” commented Valenzuela.
Being one of the flagship brands of the Yucatán Peninsula carries a responsibility to its surroundings, especially since the company has achieved significant presence domestically and abroad. PROALMEX operations. Production capacity has been expanded in its manufacturing plants, and its vehicle fleet is undergoing a modernization process.
PROALMEX dedicates significant resources to training its staff, whose performance has provided positive
has deeply involved itself within its community, both in organizing and collaborating in beach cleanup activities, supporting meal centers and food banks, initiatives for native wildlife conservation, sponsoring artistic events, donating books to
school libraries, donating medical and rehabilitation equipment, and efforts to facilitate the acquisition of products made by individuals with different abilities.
In this regard, in May 2023, PROALMEX received its SRC (Socially
Responsible Company) distinction.
“Social projection, the extension of our activities towards the well-being of individuals and communities in which we operate, is an essential framework of our daily work,” stated the General Manager.
The company’s goal for the end of 2023 is to implement a series of innovations aligned with employee training to form highperformance teams, developing in a work environment under a Digital
We have a plan that will put PROALMEX in a much stronger position.
We are building the foundations for a better future for the company and for all of us who are part of it
- Astolfo Valenzuela, CEO for PROALMEX
Transformation, resulting in the establishment and pursuit of new profitability goals for PROALMEX. This is part of a five-year plan in which the business’s size is planned to double.
“We have a plan that will put
PROALMEX in a much stronger position. We are building the foundations for a better future for the company and for all of us who are part of it,” concluded Mr. Astolfo Valenzuela, CEO for PROALMEX.
Spokespersons from PLIHSA were kind enough to let us know more about this company, which has become a key player in the region regarding packaging manufacturing for multiple products in the food and beverage industry
Produced by Jassen Pintado
Creative Direction Omar Rodríguez
WOULD YOU BRIEFLY SHARE SOME DETAILS ABOUT PLIHSA, ITS INVOLVEMENT AS PART OF A HOLDING, YEARS IN OPERATION AND OTHER RELEVANT FEATS?
Founded in 1965, Plásticos Industriales Hondureños S.A. de C.V. is the largest primary and secondary packaging producer for the food and beverage industry in Central America and the Caribbean, with business in 18 countries and three continents. We are the main crown cap and plastic injection molding suppliers for global brands such as AB InBev, Coke and PepsiCo under ISO 9001:2015 and FSSC 22000 standards.
PLIHSA is widely known for achieving excellence in its processes and for its focus in the company’s growth and strengthening, as for entering new markets. PLIHSA is categorized as one of AB InBev’s best suppliers, globally, in factors such as client
services, industrial safety, and as the most efficient plant, worldwide, due to a 98% raw materials recycling rate.
During the last year, a business strategy and an important investment in top of the line machinery resulted in a 120% increase in production output from PLIHSA, projecting an even larger growth during 2023 with new clients in South America and in the United States.
PLIHSA belongs to the Grupo Milenio holding, committed to shape the future of Latin America through avant-garde corporate processes and strategic investment growth.
WHICH ARE THE MAIN PRODUCTS AND SOLUTIONS COMPRISING PLIHSA’S PORTFOLIO? WHICH INDUSTRIES DOES THE COMPANY SERVE, MAINLY?
PLIHSA has two production facilities. In PLIHSA Crown Cap we have two production lines: Lithography,
offering sheet metal offset printing in more than seven colors; and crown cap production for the beverage, pharmaceutical and shoe polish industries, among others.
PLIHSA Injection, on its behalf, produces a wide array of mold injection products, such as crates, pallets and buckets. We also rely on a plastic mill to reinsert discarded plastic into our production process, as part of recycling programs.
Our clients take part in the food and beverage industry, using our products for bottling, packaging and conveyance of beers, non-alcoholic beverages, dairy products, bread, fruits and vegetables, among other products. We are proud to sustain more than 20-year relationships with our key clients, in which we strive for strategic partnerships enabling growth and mutual benefits.
We are proud to sustain more than 20year relationships with our key clients, in which we strive for strategic partnerships enabling growth and mutual benefits
IN WHICH COUNTRIES DOES PLIHSA HAVE A PRESENCE THROUGH CORPORATE OFFICES, PRODUCTION FACILITIES AND THROUGH THEIR CLIENTELE?
We operate in 18 countries and three continents. We are the leading manufacturer for crown caps and plastic injection molding in Central America and the Caribbean. Our production plants are located in San Pedro Sula, industrial capital of Honduras. Our clients are located in the United States, Central America, the Caribbean and South America.
HOW IS PLIHSA DRIVING ITS PROCEDURES TO A MORE SUSTAINABLE OPERATION AND MAKING THE MOST FROM ITS RESOURCES?
PLIHSA’s ESG strategy is a result of our commitment to an ethical, transparent and responsible management. Our ESG strategy is designed to guarantee our company’s
and interest groups long-term welfare. Our environmental strategy is focused on reducing our carbon footprint, resource conservation and promoting biodiversity. A solar panel project has resulted in 40% energy savings. Also, we are currently involved in a project to reduce marine plastic waste along the Honduras coastline by reinserting discarded plastic in our productive process for recycling. A world-class operation management has contributed to 98% of residual efficiency in our facilities, adopting new technologies to improve efficiency.
In the social aspect and partnering with FEIH (The Foundation for Education in Honduras), we are building elementary schools in rural and vulnerable areas throughout our country.
The focus of our Governance strategy encompasses key aspects, including diversity and inclusion,
executive compensation and dividend policy, shareholders’ rights, entrepreneurial ethics and the fight against corruption, risk management, disclosure and transparency and the participation of elements of interest.
PLIHSA is proud of its commitment to sustainability and care for the environment in the region. We have
been able to produce more than 8.8 tons of recycled resin during the last five years.
Through partnerships with our clients, NGOs and international corporations, we strive to reduce the impact of the plastic industry in our country by promoting initiatives and innovations which once applied will
• Emission reduction by 40% through a renewable energy strategy
• 8.8 tons of recycled resin during the last five years
• Manufacturing of the first crate derived from marine plastic pollution in 2024
result in a positive impact. This way we wholesomely take on the goals of the Agenda for Sustainable Development.
HOW DO YOUR PRODUCTS FIT INTO A CIRCULAR ECONOMY AND RECYCLING SCHEME?
• As the leading crown cap and plastic injection mold producers in the region and as one of the main plastic buyers, along with our clients, we are focused on producing plastic crates from recycled raw materials. Such process involves reinserting damaged crates into the production process after completing their life cycle, and after passing quality controls, ensuring a high quality product.
• As part of our Sustainable Procurement policy, one of our main commitments is to educate the market and big brands to
prefer and rely on recycled products.
• Our recycling process increases the life cycle of plastic already in the market.
• We have a residual management policy guaranteeing the final use of residues, resulting in only 2% waste from our production process.
We engage in initiatives that have the purpose of reducing the plastic waste volume on its way to our oceans, as it’s estimated that 80% of the oceans’ plastic pollution originates inland.
WHAT PUTS PLIHSA BEYOND ITS COMPETITION? WHAT MAKES YOUR CLIENTS PREFER PLIHSA?
PLIHSA stands out thanks to competitive and unmatched advantages. We rely on a solid production capability and we also
have reduced delivery times, earning our clients’ trust after receiving their products in a fast and efficient way. Also, our global supplier network, along with our storage and logistics strategy, enable us to guarantee supply security to our entire clientele.
Another key factor is our wide experience in negotiating supply agreements with world-class wellknown companies, which provides for a solid base delivering continual growth. We stand out for our production versatility, which allows us to adapt easily and create new products according to market demands.
We are proud of our Green Agenda for 2025, driving our commitment
to sustainable and environmentallyfriendly practices. Such competitive advantages turn PLIHSA into a leading option in the market.
WHICH GOALS HAS PLIHSA SET TO ACCOMPLISH TOWARD THE END OF 2023 AND WHAT PLANS CAN YOU SHARE WITH US FOR THE MEDIUM AND LONG TERM?
In 2022 PLIHSA established an aggressive expansion strategy already underway in North America, Central America and South America. We are committed to continue exploring projects and alternatives able to contribute to recycling and to the environment’s conservation to ensure a more sustainable future.
Produced by Jassen
Pintado
Creative Direction
Omar Rodríguez
Interviewee Ben Domínguez, CTO for Banco ADEMI
Banco ADEMI’s Digital Transformation puts together an array of resources able to fulfill the purpose of offering credit along with other financial products and services to Dominicans. Ben Domínguez, CTO for Banco ADEMI, shared details with us about this process and its achievements
WOULD YOU BRIEFLY SHARE WITH US SOME DETAILS ABOUT BANCO ADEMI?
The Association for the Development of Micro-enterprises, Inc. (ADEMI), a private, non-profit institution, began operations on April 1st, 1983 in the most vulnerable sectors of the city of Santo Domingo with the main purpose of creating employment through financial assistance for micro- and medium-sized enterprises.
In 1997, the Monetary Board authorized the entity to become Banco de Desarrollo ADEMI, S.A. (ADEMI Development Bank), led by its founding president, don Camilo Lluberes Henríquez, starting operations in 1998.
As part of its transformation process, in 2005 it was authorized by the Monetary Board to become a savings and credit bank.
Since May 2013, the bank is authorized to offer every product and service that multiple services banks in the Dominican Republic provide.
Along the years, Banco Múltiple ADEMI, S.A. (ADEMI Multiple Bank) has been in a solid position in the microfinance segment as a financial entity able to maintain constant innovation in its product and services offer, adapting them to its customers’ needs. The wide experience of its main stockholders along with its operational model has allowed its consolidation
as the largest bank in the country servicing micro-, small and mediumsized enterprises.
After operating for 40 years, a workforce of more than 1,500 collaborators and a portfolio consisting of more than 300,000 customers, the bank has strengthened its value proposition through 74 locations countrywide, creating a close relationship with Dominicans, and catering to their needs along their journey to be included into the financial system.
From its beginnings, Banco ADEMI has relied on the support of institutions such as the European Investment Bank, the Inter-American Development Bank, as well as the Dominican private sector.
The bank has more than $323 billion in assets, a deposit portfolio of almost $275 billion and a credit portfolio of $244 billion, and the
BANCO ADEMI HAS RELIED ON THE SUPPORT OF INSTITUTIONS SUCH AS THE EIB, THE IDB, AS WELL AS THE DOMINICAN PRIVATE SECTOR
-
Ben Domínguez, CTO for Banco ADEMI
average amount of loans among customers is around $1,500. This financial entity also stands out as a top reference in the financial market in Dominican Republic:
• 19.93 percent solvency index, for 2nd place
• 5.03 percent ROI, for 1st place
• 25.63 percent ROE, for 5th place
COMPRISE THE BANK’S MAIN CUSTOMERS?
In Banco ADEMI, we drive our clients to the fulfillment of their goals and contribute to their businesses’ growth with help from financial products and services catering to owners of micro-, small- and medium-sized enterprises in industries such as manufacturing, commerce and services, even if an entrepreneur isn’t formally registered as a business or a natural entity yet.
Our portfolio consists of credit, savings and investment products, such as:
• Personal Loans: Purchases, Vehicles, Educational, Home Improvement and Mortgage
• SME Loans: Microcredit, Commercial, Agricultural and Clean Energy
• Credit Lines: Commercial
and Factoring
• Credit Cards: Persons and Business
• Savings Accounts: in Pesos and U.S. dollars
• Transaction Accounts
• Certificates in Pesos and U.S. dollars
• Time Deposits
We also offer a wide array of services such as:
• Bank insurance
• Remittances
• Foreign currency
• Services/utilities payments
As part of our social impact strategy, we provide loans from $90 to enable our customers’ access to working capital, cover their business’ needs and achieve their growth plans. We contribute to the agricultural industry by offering loans able to help farmers during their crop cycles.
Also, our Housing Improvement program directly impacts Dominicans’ quality of life and micro-enterprise business owners, supporting them in the rebuilding and remodeling projects for home or business.
On a different front, we reinforce our commitment and sustainability strategy via the ADEMI Foundation, by allocating funds to finance clean energy projects.
WHAT WAS BANCO ADEMI LIKE BEFORE BEN DOMÍNGUEZ AND WHERE IS IT HEADING AFTER BEING NAMED CTO?
As I took over this role, I could detect crucial points that had to be reinforced in the Tech area, which possessed a rather operational approach rather than a strategic one, with scarce alignment toward best practices and agile methodologies.
Our goal in this tenure is to develop a team with a strategic
approach, aiming to service, innovation and continual improvement of tech processes, enabling us to provide value to the operation and support the initiatives in our Digital Transformation plan.
This new approach and reorganization imply a great challenge which we take on with commitment and enthusiasm.
OUR GOAL IN THIS TENURE IS TO DEVELOP A TEAM WITH A STRATEGIC APPROACH, AIMING TO SERVICE, INNOVATION AND CONTINUAL IMPROVEMENT OF TECH PROCESSES
- Ben Domínguez, CTO for Banco ADEMI
Since 40 years ago, we have supported the entrepreneurial spirit and offered a hand to Dominican families, with a groundbreaking array of financial products for micro-, small- and medium-sized businesses, driving the economic development and projects of the country’s most vulnerable population.
The ADEMI family consists of more than 1,500 collaborators wearing their hearts on their sleeve with the mission of transforming the lives of Dominicans, one success story at a time.
TRANSFORMATION AND INNOVATION PLANS?
We’ve perceived the way the game
has changed in our context, which has thrust us into an imminent Digital Transformation process.
As a result of a clear understanding of our environment, the firm decision to create an Innovation Committee was taken, this committee outlined the patterns and led the way of our new strategic plan with important innovation elements. Among the key guidelines in our new strategic plan, Agile Governance emerges to prioritize decisions guaranteeing that our efforts be carried out in a proper, coordinated and timely manner. We have created an express lane guaranteeing our processes’ speed and results.
Our goal is to remain in the leadership of microfinance development, contributing to our customers’ growth through innovative, easy to access solutions that allow them to choose products and services through the best digital channels.
IN WHAT MEASURE HAVE YOU SET FIXED OR CONTINUAL OBJECTIVES WITHIN THIS DIGITAL TRANSFORMATION AND WHICH GOALS HAVE BEEN SET TO BE ACHIEVED DURING A DETERMINED PERIOD?
Digital Transformation is a continual process. We engaged in a neverending journey, we will continue to transform ourselves to achieve higher efficiency levels in the quest to offer the best experience.
WHICH SHORT-, MID- AND/OR LONG-TERM PLANS FROM BANCO ADEMI WOULD YOU SHARE WITH US?
Towards the end of 2021 we developed the new strategic plan with 2024 in sight, which establishes the essential guidelines being
implemented in the institution. The plan’s main points are aimed toward customers, efficiency, operational and technological abilities, and talent.
With this plan we are looking to transform ourselves without resigning to our essence and mission, to become digitized without leaving behind those with less advantages, to get rid of paperwork and find our path to becoming an agile organization designed toward innovation, and be able to find and develop the required talent.
Twenty twenty-two was a key year to develop tech abilities, the innovations we’ll be deploying and the talent’s adaptability.
In the same way, with the purpose of becoming our customers’ main partner, we’ve offered them a wide array of channels to simplify their
day-to-day operations, with the ADEMI app and ADEMI Online digital platforms among them, with a 70 percent enrollment rate and 29 percent transaction rate, compared to 2021.
WOULD YOU SHARE A FEW FACTS ABOUT YOUR CAREER IN RESPECT TO YOUR EDUCATION, WORK EXPERIENCE AND AWARDS, AS WELL AS OTHER ACCOLADES?
My higher education started by enrolling into Information Systems Engineering. Afterwards I earned an MBA from UQAM (University of Quebec in Montreal).
I possess more than 25-year experience in finance, specifically in the Tech and Operations areas. In my career, I’ve led multidisciplinary teams into achieving strategic goals,
optimizing quality and efficiency indexes. I’ve taken part in bank merging and been a key element in projects engaging in processes and systems reengineering, core deployments for banking, credit cards, PeopleSoft ERP, BPM, and new location operations model, among others.
FOUNDED: 1983
INDUSTRY: Financial CONTACT: bancoademi.com.do bedominguez@bancoademi.com.do
