Harvard Business School

Universidad Adolfo Ibáñez

Northwestern University - Kellogg School of Management

Stanford University Graduate School of Business

Universidad Tecnica Federico Santa Maria

Senior Business Advisor and Mentor

| Strategy | Transformation | Team Building | Simplicity | Performance | Transparency |

He has played different roles as Independent Board Member and Senior Advisor for Strategic Business Development within Latin America. 

Chile is a mature playground to many industries importing new business models as to export proven solutions to the rest of the regional countries. Many free-trade agreements drive the change of many companies, seeking for efficient growth and expansion of their markets. Detect these opportunities and match them with solution providers has become an asset where Pedro has played a key role.

c/o #TMT, #M&E, #CPG, #FMCG

Private ventures - Live Media Content Production

Senior Board Advisor & Investor

Grup Mediapro has different business areas worldwide. In Chile,  specifically developed two: Rights (Sports and others) and Audiovisual Services (Production) businesses, in which area I devoted an important part of my challenges in recent years.

In charge to lead and run the whole operation with 22+ weekly live TV events, including all broadcasting technical production for TNT Sports, Paramount and Conmebol main competitions (Libertadores, Sudamericana and FIFA World Cup Qualifiers) including  full VAR operations for ANFP/ Federation and Conmebol as well. On top of it, we also do several massive live TV events for eSports, music festivals, horse racing and others.

With a highly skilled and motivated team and a state-of-the-art infrastructure, we have served with zero-fault several international clients and key brands within Chilean territory and surrounding.

GRUP MEDIAPRO

After several decades, two multi-family groups decide to separate ways. Splitting all assets to allow the continuity of both groups involved relevant work in agreeing with both discordant parties. 

After the separation, I continued to work with one of them, which without any management structure support involved starting a new organization, hiring staff, acquire IT support, defining policies and procedures, and especially visiting and explaining the new scenario to key clients. The planning of transition made it possible to start operations without major setbacks, which run smoothly up today.

RIOblanco

Managing Director

Integrated business support for young talents seeking new business venues. Most of the  initiatives related to content and new digital media, aiming for the integration of targeted audiences with social marketing platforms.

Digitalfuture

Board Member | Mentor for Entrepreneurs and Innovators

℅ Member of Media & Entertainment Strategies Committee

Independent Film & Television Alliance

Strategic Advisor

In the 90s Uniacc was a successful private university, focused on liberal arts and communication, which in the mid 2000 was acquired by an American group from Chilean investors. Television, Cinema, Theater, Scripts, Music, Journalism, Architecture, Design, Digital Animation and others were the offering in a educational and operating model quite similar to what Berklee College has successfully implemented over the years.

The transition to a more corporate management model, the integration into multi-country entities, the change in certain rules of the Academic Regulatory authority and with new shareholders approach with a vast experience in online learning rather on-campus, constituted relevant challenges in terms of the adaptation of staff and management mechanisms. I had several roles and positions within the new organization, ending as Uniacc Provost.

Apollo Education Group

Managing Director at Apollo Comunicaciones

During the consumer goods and retail boom (low exchange rate and increasing middle class buying power), Chile experienced significant growth in the domestic market in developing brands mostly with a heavy presence of global players. Kraft Foods's goal was to bet on the mainstream and premium segments, for which it intended to build a portfolio of imports and production through the acquisition of local players. The complexity of reporting to countries with different imperatives, little understanding of the country standards and practices, a relatively small market and too many counterparts made the implementation of the target model quite complex to move forward.

At the same time, with the existing structure, a business scale continued to operate based on the distribution of premium brands, which were imported from the US and Europe, mainly for the Modern Trade and Food Service segments.

Kraft Foods

Country Managing Director

In the early 1980s, Metropolis Intercom, owned by a media outlet, was a traditional analog cable operator that offered a limited grid of pay-tv channels. At the end of 90s a local investment group in partnership with Liberty Media brought broader imperatives, new technologies and added up new features to its HFC networks and multiple heads-end.

Many challenges to lead into a new structure, with staff and tools to serve demanding customers that started to learn the benefits of always-on high-speed internet.

Metropolis transformed into a relevant digital operator with cable and internet services, with dominant positions in the main cities of Chile and focused in upper-middle income segments. Liberty, through UGC, also owned the main competitor of Metropolis, with whom it ended up merging years later, to become the principal domestic MVDP.

Liberty Global

VP Marketing & Strategy

Pepsi Beverages for many years had had a limited presence against its main competitor, mainly due to distribution constraints  to key areas of Traditional Trade segment throughout the country. In 1994, Pepsi sealed a joint venture with CCU, the main brewer in Chile, and with a relevant presence in different segments and geographies. The JV formed a new company, Embotelladoras Chilenas Unidas – ECUSA, which would be in fully charge to produce, bottle, sell and distribute all soft drinks and waters.

ECUSA had to develop its own capacity for the challenge and operate all routes separately from CCU's beer business. The complexity of the logistics for distributing more than 250 SKUs in different segments and significant fragmented sales orders (drop size) represented a very different dynamic from CCU's traditional business, and beyond the complexity of the bottling plants and distribution fleets.

The first five years the management of ECUSA was carried out by PepsiCo with its practices and standards, and from then on, the JV operation is led by CCU.

PepsiCo

S&D Commercial Director

Based in Buenos Aires, and member of the Strategic Services team, an area focused on productivity, reengineering, and logistics, we began to explore the need to open an operation in Chile. After the separation of Arthur Andersen (audit), Andersen Consulting became the main arm of the consulting business worldwide.

Within Argentinian squad, I was part of the team that built the business case that was presented to the firm in Chicago. I was the first Chilean consulting manager of the new firm, today, Accenture.

An important focused customer base was built in the mining, consumer goods and retail industries, which for many years were the main source of high-value services.

Accenture / Andersen Consulting

Senior Manager - Strategic Services

The different representations of global firms, traditionally auditing, had to be developed to offer new, more strategic and high-value consulting services.

Domestic firms began to dim and later disappear to integrate as part of the networks that were called at the time, the Big Five.

Multinational clients with operations in different Latin American countries sought to standardize practices and services and finally pushed for faster and deeper integration onto this new industry.

c/o Langton Clarke as fronting of Coopers & Lybrand and Arthur Andersen & Co.

Arthur Andersen Business Consulting

Director, Information Technology Services

Until the early 1980s, IT development was based on data processing segregated services with mainframe only architectures. The incoming new generation of technology brought power to end users through personal computing devices, bringing tremendous gains in time, functionality and value benefits to the analytics needs just in a window of turbulent economic/ political times.

The SBIF - Superintendencia de Bancos e Instituciones Financieras  - as the supervisory and regulatory body of banks and financial institutions in Chile began a period of profound post-crisis transformations. The implementation of new massive processing systems, together with analysis and simulation tools on PCs came to provide solutions that today's world would not understand.

Part of new generation of professionals, and due to previously developed abilities and experiences, I was responsible for leading a stage of many satisfactions and disappointments as well. Searching for best technical platforms, implementing them, training users were challenges that were enjoyed to the fullest in a period that the world was beginning to experience the new Information Age.

Over the years, SBIF become part of CMF - Comision para el Mercado Financiero.

Pedro Medina