How I got here.

Buenos Aires: the education that no university offers.

I grew up in the outskirts of Buenos Aires, in a neighborhood where resourcefulness is not a LinkedIn skill, it is survival. I attended three universities and finished none of them. That is not a gap in the story, it is the story. Everything that followed was built on raw ability, relentless curiosity, and the willingness to bet on myself when no credential said I should.

2001 — 2007: the call center years.

My first job, at twenty, was at a BellSouth call center in Buenos Aires doing outbound sales. I was cold-calling the southeastern United States to sell ADSL to people who often did not own a computer. An Argentine kid with a good American accent, selling broadband to rural America. I was promoted to team lead in a month, not because of a degree but because I could sell, I could read people, and I could build a process that worked.

Two years of outbound. Then inbound support at Dell Technologies. Then a buyer role at an Argentine airline. These years do not show up in the glossy version, but they are the foundation. Everything I know about reading a room and closing under pressure comes from selling internet service to strangers who did not want to be on the phone.

2007: Lenovo, the entry into tech.

In 2007 I talked my way into a QA role at Lenovo by overstating my technical experience. The Director of Quality Assurance had come from North Carolina to set up the Argentina operation. He liked my American accent and my audacity. I got the job. I learned fast, not because of the background but because of the hunger.

2010 — 2015: Globant, the real beginning.

I entered Globant as a QA tester, the lowest rung. But I saw something others in my role did not: the gap between what engineering built and what clients needed to hear. I started writing presales pitches and client decks on my own initiative. Nobody asked me to. That earned me the role of Presales Analyst, and I learned the skill that would define my career: translating technical capability into business value.

2015 — 2018: Silicon Valley, the proving ground.

Globant offered me the Client Director role for the Google relationship. I moved to San Francisco and for three years lived inside the machine: Google, Meta, Electronic Arts, Dropbox, Twitter. I saw how the biggest technology companies in the world made decisions, and how they avoided making them. I saw the gap between Silicon Valley's mythology and its operational reality.

Silicon Valley taught me that technology companies are not technology problems. They are people problems, decision problems, and trust problems that happen to use technology as their medium. That insight would later become the foundation of SOLEUM.

2018 — 2022: Amsterdam, the expansion.

I joined MediaMonks (now Media.Monks / S4 Capital) as Director of Business Growth, selling martech solutions into the agency's client portfolio. Europe is a different game. Different market dynamics, different expectations, different cultural assumptions about technology's role in society. I learned to operate across cultures, to sell differently in markets where trust is earned slowly, and to build relationships in environments where the American playbook does not work.

2022 — 2024: Spain, and the AI frontier.

Back at Globant, leading Business Acceleration and Growth across Europe, then from 2023 leading AI growth strategy for strategic accounts. I was at the frontlines of enterprise AI adoption and watched hundreds of millions of dollars flow into initiatives that failed. Not from technical problems, but from human ones: unclear decision authority, misaligned incentives, absent trust infrastructure, optimization metrics that ignored the people the systems were supposed to serve.

2024 — 2025: Milan, luxury, and AI at the highest level.

In early 2024 I moved to Milan to lead Globant's AI Luxury Studio. Ferrari. Brunello Cucinelli. Armani. These brands do not buy technology because it is trendy. They buy it when it protects what makes them irreplaceable: craftsmanship, exclusivity, heritage, and the emotional relationship with their customers.

Selling AI to luxury taught me that the highest-value applications of technology are not about efficiency. They are about preserving and amplifying what makes something worth caring about. The experience deepened a conviction I was already carrying: technology should serve the identity and dignity of the people and institutions it touches, never flatten them into data points.

2025 — present: SOLEUM, the mission.

SOLEUM is what happens when you spend twenty-five years watching organizations fail at the same problems for the same reasons, and you decide to build the infrastructure that fixes it. An integrated intelligence ecosystem: decision systems (VERIDUX), humanitarian traceability (FIDENUM), vulnerable population support (UNAVITA), and trust intelligence (SIGVERO).

My role as Chief Innovation Officer is not about product features. It is about building the philosophical and strategic foundation of an ecosystem designed to last beyond its founders.