Creating the impossible™.
I am an Argentine entrepreneur with a technology background. I have 18 years of experience in business creation. I have created software businesses for desktop PCs, SAAS, mobile and video games. I have also been involved in the metal and plastic industry for 8 years. I have had an international trade company. My products, both physical and digital, have been marketed in more than 38 different countries.
I am currently a professional investor and I work with my network of high-net individuals and organizations to build businesses that positively impact the world.
I am sensitive to the problems of the world and I am currently creating a charitable foundation to help in an intelligent way.
🎖Finalist in the Innovar 2010 Competition (pag. 176) and Finalist in the Innovar 2011 Competition.
🏅Winner of Seed Capital 2013 - Secretariat for Small and Medium Enterprisesanador(pag. 48).
🏅List #10 Young Industrial Entrepreneur 2015 by "Bien Argentino" Magazine (Ministry of Industry).
🏅Fontar ANR 2200 Award Agency - Conicet - Ministry of Science and Technology.
"Now faith is confidence in what we hope for and assurance about what we do not see."
- Hebrews 11:1
_edited.png){kind=small}
AWARDS
PARTNETSHIPS
PRENSA
FORMACIÓN
OWN BUSSINESS.
TANGO NETWORK™
Tango Network is an international human capital network with the aim of executing and managing highly complex projects. Our network is made up of professionals, entrepreneurs and investors, who together make a positive impact on the world.
TRAVELLING SKATES S.A.
GRAFOCASTLE®
Traveling Skates is the No. 1 brand of artistic roller skates produced in Latin America. 13 years in the market. It combines the latest technology in materials research to create products for high-performance athletes.
It was a company that I founded at the age of 18 and that, together with the help of the Government of the city of Buenos Aires, managed to export software to more than 8 countries, at a time when software was distributed on CDs and with anti-piracy keys.
It was based on the capture of digital samples of the handwriting for subsequent analysis, both graphological and calligraphic expert in the fight against the forgery of signatures. I have released the source code and currently other software uses my capture engine.
BUSINESS EXPERIENCE.
I started my career at the age of 16, in 2006 as a computer technician in Cyber Cafés around my neighborhood Balvarera in Buenos Aires Argentina. I solve all the problems that business owners have regarding computer maintenance, deep freeze systems, and management and installation of LAN networks.
In 2008, having completed my training as an Electrical Technician with an Orientation in Industrial Electronics at the E.T. N°1 "Otto Krause" (the most prestigious technical school in Argentina), graduating with honors, I began to work as an IT consultant for companies.
Among the most memorable companies, I work for the medical company Fisicorp and the Emerson Institute of Graphology.
Later, I worked for the company VALUR SRL as a Junior .NET programmer in C#, MySQL admin, Linux, PHP frameworks. This while I continued my training at the Proydesa Foundation as a Software Architect. At the IAFI Institute I trained as a Master in NLP.
During my stay at the Emerson Institute, I came into contact with a Spanish software called Caligraph, used for the analysis and appraisal of signatures. This was achieved by writing on a digitizing tablet and then analyzing the writing on the PC. I decided to develop a software from my bedroom that could be superior to this Spanish software, and after 5 months of working tirelessly I launched a superior version developed entirely in .NET C#, resulting in my first venture: GrafoCastle.
GRAFOCASTLE
I decided to show this to the owner of the Emerson Institute so that we could market it as a team, but in response I received first great excitement from the management, and the following week an offer to buy my software for a ridiculous price. I took this as a sign of attempted abuse and perhaps due to my lack of experience in negotiation and dialogue, I decided to simply continue trying to market my product alone.
A few months later I received the news that GrafoCastle was a finalist in the Innovar 2010 Catalog, the National Innovation Competition of Argentina. Although I did not win the competition, when GrafoCastle entered the Innovar catalog that was distributed physically to all the universities and science institutes of the country, the list reached the director of IECyT (Institute of Scientific and Technological Entrepreneurship), who called my home phone and told me that he wanted an interview with me. So we met and they offered me entry into a technology business incubation program of the Undersecretary of Economic Development, dependent on the Government of the City of Buenos Aires. This program called Baitec, offered entrepreneurs a personalized tutor, a luxury office in Puerto Madero (the most exclusive area of Argentina), access to training for entrepreneurs and most importantly, access to an incredible network of entrepreneurs and investors. Of course I said YES.
GrafoCastle Comercial
GrafoCastle Day Introduccion - Grafologia
Gob Ciudad Buenos Aires Pag 72: https://documentosboletinoficial.buenosaires.gob.ar/publico/20110504.pdf
Press Release Cronista: https://www.cronista.com/infotechnology/historico-it/636293.html
With all this support, I traveled to Brazil to present GrafoCastle at the 2010 International Symposium on Graphology in Brazil, and GrafoCastle began to be sold in Argentina and in Latin American countries: Venezuela, Chile, Bolivia, and Paraguay. But here I learned an extremely important lesson for any entrepreneur. Although software sales were growing at a good pace, since it was a product sold with hardware, cash flow was extremely complicated. My family had taken out a personal loan to help me finance the purchase of digital tablets, but even so, my company was making money, but my cash flow was negative. GrafoCastle would have been great in the banking sector. Then I understood what the director of IECyT told me when he told me in our first meeting that he had had a problem at the bank with his signature on a check and that he saw that GrafoCastle, with the correct development, could be successful. However, I was already 21+ years old and still living at my parents' house, and I needed something to put money in my pocket.
So, with a colleague from Baitec, we founded AudiusAR, since we were both "hungry." He was importing technological gadgets from China, while trying to get his electric utility vehicle company Trimove off the ground (Maxi was a visionary, like an Argentine Tesla, but without financing). There I discovered that even though I paid extra for air shipping, the product arrived at my door in 12 days, however the credit card could be paid in up to 45 days. This "hack" allowed me to use a credit card (with which I paid our Chinese suppliers) with a very low limit and execute it several times, and gradually Banco Ciudad gave me more and more credit since I paid 100% at each due date, so my business model and financing system allowed me to grow exponentially. The business model was formidable, our Chinese supplier was happy, the Bank was happy and we were growing exponentially.
During all this boom, the Groupon discount model that was all the rage in the United States and Europe arrived in Argentina. They looked for the best sellers from Mercadolibre, including us, to be their suppliers. The "coupon book" model was to launch a very good offer by email for a limited time, taking advantage of the power of group buying. In this way, consumers bought at a wholesale price instead of a retail price. That is why, although the coupon books paid in 50 days, the number of sales was incredible. This time, having learned from my mistake in cash flow with GrafoCastle, I hired the best financial advisor possible, an accountant with a master's degree in finance who worked for 15 years at Banco Santander. In this way, he put together a portfolio and presentations for us to different banks and financial institutions. They were all fighting to be able to lend money to AudiusAr.
Meanwhile, I did a specialization in international trade and business at the Argentine Chamber of Commerce. So now, our product acquisition was more and more extensive and aggressive.
In short, we had achieved what we wanted, to have a company that gives us positive cash flow so we could focus on our ventures. Maxi got an investment of 300,000 USD for his electric vehicle company (equivalent to 1M dollars today). For my part, I decided to leave GrafoCastle, since being alone, it was very difficult for me to combine a technical mind with a commercial mind. And I had something very good in my hands. I discovered an Italian company called Roll-Line that sold products for figure skating all over the world. When I calculated the production costs, I understood the incredible opportunity I had. In a way, GrafoCastle was software, but because it had hardware, it was not a pure IT company, but it could also be analyzed as an electronics company with software that boosted its sales. In other words, it had a physical product, and I did not manufacture the tablets, I manufactured the software. So I was nothing more than a distributor of tablets that applied added value. When I understood this, and the opportunity of this Italian company to manufacture these products, I decided to get involved in what would be the company that I fell in love with and had the greatest romantic feeling: Travelling Skates
TRAVELLING SKATES S.A.
Travelling Skates is a company that I personally love as if it were a son; with which I had the opportunity to meet the President of my country and the Minister of Industry. Leaving aside the emotional part, Travelling Skates is a company that produces products for professional artistic roller skating. It is a company that competes directly with the Italian Roll-Line. Although Argentina is known worldwide for its performance in soccer, artistic skating is the "women's soccer" in our country. It is the sport most practiced by women at a competitive level, followed closely by field hockey. The two countries where this sport is most practiced are Italy and Argentina. In the 80s, the Americans were the leaders, but they decided to change from roller skating to ice skating (Disney on Ice) since it is more aesthetic and more show-oriented. On the other hand, given the low investment required in rinks, roller skating, like soccer, became popular in Argentina. This is because the same infrastructure can be used as for football (smoothed cement) and tiles, and to a lesser extent for basketball (parquet).
So, although the investment in the rink is low, a roller skate has a much higher cost than a ice skate, since the roller skate needs a whole suspension system, bearings, wheels that vary according to the rink, and the boot. On the other hand, the ice skate only needs a boot and a blade. Therefore, a mid-level ice skate can cost about 450 EUR, while a roller skate of a similar level is around 1300 EUR.
That is why Travelling Skates entered a sector monopolized by an Italian company, with a few distributors in the country that controlled the market, and in contrast a large population of potential skaters with smaller budgets thirsty for a high-performance product at a competitive price.
In order to execute the construction of this company, I began to search in my business network to which I belonged and where we held dinners every month to share good times. Then in that search a specialist in mold making and 3D design appears, who lived in the city of Córdoba, with more than 15 years of experience in this field who is willing to execute the project with me. I traveled by plane to Córdoba and we had a good feeling, and together we founded Argentina Technology Group SRL, a company dedicated to the development of industrial technology. Over the course of 1.5 years, we developed the technology of the frame of the skates and we began to look for capital to be able to develop it. It was not difficult for us to find investors interested in investing in our company. The way to implement it were 2. One of them was investors interested in being part of the company and having equity in it. The other part was simply to provide working capital at an annual rate. Both ways were good, because our objective was to be able to build the company losing the least amount of equity possible in the process.
So little by little the investment started coming in and even though we only had a part of what we needed, we started from day 0 to create the infrastructure in Córdoba to manufacture our figure skating frames. So in March 2012 we decided to go to market with our products and in Buenos Aires I started to make alliances with trainers and distributors. Something happened that year and it was that the Argentine Government implemented an import quota system, so all imports were delayed. That is to say, the market was dry of products and the distributors bought all the stock we had, fighting over it, since they did not have the components to assemble the products. People trusted me because for a year and a half I had created and managed a figure skating news and interview portal, called Artepatin, which was one of the most viewed in Argentina and the region. So even though people did not know my name in the industry, they did know the portal.
But a storm came and hit us full in the face. This storm was caused by 3 main factors. The first was that little by little people started calling us saying that the frame was breaking, that it had problems. We replaced those first frames, but then others came, and another and another. 20% of the frames were breaking, and with this our reputation as manufacturers. Although we replaced all the frames, the publicity of an athlete falling on a rink with 30 other skaters because something broke, is devastating publicity. The Italian frames also broke, but in 5%, but for some reason when an Italian frame broke it was the skater's fault, when one of our frames broke it was the manufacturer's fault. The second factor was delays in our production process, since my partner in Córdoba, although he was a specialist in the development of molds and unique pieces, had no experience in mass production, so we were producing slowly and expensively. And the third factor was that the largest company, the business network to which we belonged, had defaulted on payments. That is why, with technical and production problems, high costs, delays in production and, on top of that, the impossibility of financing (since the financing in the network was cut off), we had a very difficult time. In addition, we had collected only half of what we needed, and more than half of that was in debt at high rates and short-term. That is why I had to take the reins of the ship in order to weather the storm.
The first thing I understood was that we urgently needed to launch the wheel product line, since the skate wheels (the skate is composed of boot + frame + wheels) could give us a constant cash flow and were also easier to introduce into the market. Our reputation as manufacturers was not good since we had had failures in our first product, and the skating trainers said that the frames of Travelling Skates "broke." We still hadn't detected the cause.
So I made a partnership with the company Kollplast SRL in Buenos Aires, which is an injection and die-making company with more than 20 years of experience in production for the automotive market. I knew that although they were not the cheapest, we had to have an excellent product, since there would not be a second chance for the company. So we developed in record time, 1 month of engineering, 2 months of die-making and 2 months to set up the production line, 5 months in total, we had our new star product: Quantum wheels for figure skating made with DuPont elastomer material that we brought from the USA. Using the last capital I had left in my hands for this development. We made a large production and without money for marketing, I went to the figure skating distributors, and they told me that they already had wheels, that what they needed were plates. So in a desperate move, I drove with a couple of friends to the most important skating event that was taking place in the city of Baradero. It was a skating competition where the best from all over the country would gather for a week, and from there the judges would evaluate who would participate in that year's World Figure Skating Championship. It was the place where the cream of the crop of figure skating would be, both the best and most prestigious coaches and the athletes, and they would be the ones who could decide the future of the company. So we did what we had to do, let the market try out our wheels, and we began to give them away to the skaters who were there. But something happened, and it may have been good or bad luck, but while we were orderly handing out a box of wheels for each skater and technician; the boxes with our stock were reached by hands outside the company and skaters, technicians and parents began to take out boxes of wheels indiscriminately. That is, they began to fight over the wheels, and within a minute all the participants of the event were literally on top of us, an avalanche of athletes crushed us looking for the Travelling Skates wheels. I remember all my friends getting crushed by a ball of wheels, athletes, technicians and parents jumping on us and the wheels. The whole tournament had come to a standstill, and our mission was to deliver wheels little by little and without drawing too much attention, since the Italian brand was the sponsor of the event, and we did not want to have legal problems. So that's how all the best in the country had and talked about Travelling Skates, and the wheels turned out to work wonderfully.
Within a week, our office phone was ringing all the time with people, technicians and distributors who wanted our wheels. They called them the golden and colored wheels, since the market was 98% female skaters. I said, what colors do girls like: fuchsia, violet, pink. And what were the wheels like up until then? Gray, beige, colors made by engineers. So, whether it was for aesthetics or functionality, or a combination of both, everyone wanted our wheels.
And the money started coming in, and we were able to pay off our debts 100%, we formed the company Travelling Skates S.A. and the company began to gain popularity not only in the skating market in Argentina and South America, but it also gained popularity in the media and political arenas.
I remember that at that time we had Lic. Debora Georgi, who was the Minister of Industry of our country, who on television often said that "young industrialists are the future of the country" and that "we should support our young people." So I said, I am young (I was 25 years old), I am an industrialist, so help me!
And I started calling and sending emails to the Ministry of Industry every week, saying that I wanted to meet the Minister. And after 3 weeks, when I was controlling a production in the factory, a person called me and said, I am from the Ministry of Industry, Minister Georgi wants to meet you, can you be here next week at X time? And of course, I said yes. And they told me that they would send a car from the Ministry to pick me up at my house.
So that day, with the company of one of our largest shareholders who decided to accompany me, we went to the Ministry of Industry. They opened the door to the Minister's office, and I remember that at first, just opening it, boom, flash. When I come back to my vision, I see an extremely long table, the longest I have ever seen in my life, and there sitting on either side more than 15 young secretaries in suits, and at the head of the table Minister Debora Georgi smiling. These are moments when even if the situation can get to you, you have to keep going. I sit to her right and we begin the presentations. She gives a speech to her secretaries about the importance of young entrepreneurs. We put our products on the table and both the secretaries and the Minister look at them. Colored wheels, with silver metallics, gold frames, it looked like some kind of treasure. Then the Minister asks us what we needed to grow. And we told her that we mainly wanted to expand our production line and we needed more capital to be able to manufacture on a larger scale and reduce costs. Then the Minister says, ok "infrastructure and working capital." Then she makes 2 quick calls and tells me. Done, they will contact you from the 2 programs we have for that. But she warned me that I would have to pass all the prerequisites, that I would not have any kind of preference. And that seemed fair to me. Finally we managed to enter the Seed Capital program for increasing working capital and we were not approved for the infrastructure program, since it was the Godmother Companies program where you had to have a company that sponsors you. The problem is that these very large companies only sponsor companies that participate in their value chain, and we were outsiders manufacturing a product disconnected from the main industrial activity of our country, which is the automotive industry. Finally we took the final photos with the Minister, we gave a gift, which was her name engraved in a figure skating frame, illuminated by LEDs and placed in an acrylic cube. The Minister loved it, and from what her secretaries with whom I was always in contact told me, she always had it in her office.
This is how the company's relationship with the Ministry of Industry began, where whenever there was an event, a press conference, a political event, a new program that was launched, Travelling Skates was there holding the flag of young industrialists.
Travelling Skates - Only - Valor Agregado - Programa Encuentro
With fresh funds, government advertising, our wheel line up and running and the frame line now without any technical issues, the golden age of the company began. We began to rapidly expand into the manufacture of bi-component wheels, that is, wheels that have a hard core and a soft exterior. In this way, we achieved a new generation of more professional wheels, which was what we needed to be on par with the Italian Roll-Line. And what we needed to be at the world leader was an innovative development of our own, because until now we only lived in the shadow of the Italian company, as a similar but lower-cost option. So we began a scientific development, which was later supported by a prize from the Ministry of Science in an open competition that we won, to develop an intelligent skate for biomechanical analysis. It was a development that we did with an incredible electronic engineer, Ing. Roberto Hurtado, and after 2 years of work we developed a fully functional prototype. In a nutshell, the skate measured and stored data on all the skater's pressure points, and then analyzed their performance. That skate was presented at the International Skating Stage (the same annual event where we had the first avalanche of skaters who threw themselves at our wheels) where they qualified for the World Championships, but this time, we were the official sponsors of the event. So Anabella Mendoza, the multi-time world champion in compulsory figure skating, was the first person in the world to try the TS Biomechanical plate. Everything worked perfectly; the skate press went crazy for the product. I remember that before finishing the skate, I told Ing. Hurtado, let's put an LED on the sides of each frame that blinks when it receives the data packets, just like the old PCs blinked when they read the hard drive. The thing is that the press said "The new luminous skate" and everyone asked about the new luminous skate. But nobody really understood what they had done, and although we tried to explain it to the coaches, the product was either too advanced for its time or it was a need that the market was not interested in satisfying. So, although we used this development to improve our products and we had joy with certain elite skaters who used it to improve their technique, it was not a successful product in the market. Even so, I consider that the work was not in vain and that this positioned the company very well, since it showed that we were capable of achieving very innovative things. If I look back today, this smart skate was nothing other than GrafoCastle, but instead of being applied to writing, it was applied to skating, as if the skate was the pen that draws on the rink.
Travelling Skates then became a leading company in South America, which made us be in the middle several times, win public and private awards, and build a strong work network. In every hidden rink in every corner of Argentina, our products were found.
TRAVELLING SKATES - Quantum Pro - Quantum Dance - Quantum Derby
Awards and press links:
- Award and funding Agency, Ministry of Science, Fontar Program http://www.agencia.mincyt.gob.ar/upload/Res010-16-ANR%202200%202015%20C2-Evaluaci%C3%B3n-Aprobados%20con%20modificacion.pdf
- The Nation Newspaper: https://www.lanacion.com.ar/economia/sin-titulo-nid1762673/
- Ministry of Industry Sepyme Seed Capital Award: https://cdi.mecon.gob.ar/bases/docelec/fc1480.pdf
BINAMON, LTD
Binamon was a video game with over 30,000 active users, 80,000 hours of gameplay per day, which was distributed for Android and PC. It was developed in conjunction with Catness Studio from Spain and AAA Games publisher Star Loops. In total, 24 million hours of entertainment were served to users from over 38 countries.
https://starloopstudios.com/wp-content/uploads/2022/07/binamon.pdf
This was during the Covid-19 pandemic that while browsing the internet I saw that a decentralized project called Polkamon was launched. Then, I was curious and saw that it was like a Pokemon Trading Card Game but with another type of monsters. Unlike Polkamon where they talked about collectibles, my goal was for the cards to have statistics (attack, defense, element, resistance) and be playable, not just collectibles.
At that time there was a lot of interest in teams that could be capable of developing video games, but unlike traditional “centralized” games like those produced by Electronic Arts or Riot games, these games would have a decentralized layer so that users could trade assets, or in our case, cards. When I was a kid I would hang out at the mall with other kids to play Pokemon, and within the social interaction we would exchange cards to create different game strategies. This game would be exactly that.
Binamon Firewars 🎮 - Trailer - Open Your Mind 🎵
Then, once I had developed a random card creation system and prepared the documentation and website, together with an advisor, I was introduced to a project “incubator.” I was surprised that these people were not face to face, but were anonymous people who spoke on Telegram, with an Australian English accent. They told me that my project was good, but that to get investors, I had to have a game token. I explained to them that this was not necessary since people could buy the cards directly and then exchange them, but they convinced me that without that I would not get investors and that I should also look at the leading projects, all of which had their own token.So I accepted, and I understood why they were anonymous, but it took me almost 3 years to understand it, since it was an industry to which I did not belong nor understand. In my Universe, the way to make money was always by creating value. That is, creating a product and service, selling it to the market and making a profit from it. But in the DEFI (Decentralized Finance) industry, they do not create value, they only transfer value. So they organized the project's financing rounds, among their own investors, and launched us to the market. Their strategy was simple, they and their investors controlled 100% of the circulating supply of the project, and they launched the team to the market and made money at the time. In addition, they kept a significant part of the money raised and the money we had was much less than what we needed to produce our development. But something happened that they didn't expect, we and my team worked so hard and defended the project so much that we started to have users, and these users began to use and buy the game cards. And that's how, despite having a terrible launch, we managed to create several games for mobile, for PC, and finally a AAA game that supported more than 100 users onlineper room.
More than 100 Binamon Firewars beta testers who played Online in the Beta Season 1 event. ✅
That is, in a miserable industry, plagued by gamblers, scammers and fools, we were creating value (which is what we did all our lives). The irony of all this is that while they made quick money earning 70% in 1 day on what they had invested in the game token, after 2 months the project was trading at 80x, that is, 80,000% above the price at which it was listed on the market. The game was maintained and developed for 2 years, but after the quarantine was lifted and things went back to normal, online users began to drop dramatically. We set a 6-month deadline to keep the servers online, and due to the lack of users we decided to close it. Finally we gave up ownership of the project and it became a DAO (Decentralized Autonomous Organization) project, meaning anyone can build on it the infrastructure and rules of the Binaryverse.
However, all this experience allowed me to meet amazing people and also gain their trust. People from all over the world, Europe, Brazil, China, Russia, the United States wrote to me because they wanted to invest in anything I launched on the market in the future. However, I warned them that I considered this to be an unusual occasion, since all this was a market anomaly given the combination of the quarantine added to an excess of liquidity injection by the central banks and 0% rates. I also realized that in my 15 years of business experience I had put together a great agenda, from entrepreneurs, industrialists, accountants, lawyers, politicians, engineers, scientists, managers, investors and friends. People who have great capacity and whom I know I can trust. So I decided that it would be good to group all this under one name: Tango Network
TANGO NETWORK™
In Europe, I had the opportunity to meet several of these people that I only knew on the Internet, mainly in Germany and Poland. I started to interact with entrepreneurs and professionals who earned between 6 and 7 figures per year. I had demonstrated both ability and loyalty and these people wanted to do business with me, introduce me to other people. This was accentuated when I expressed my opinions and projections about the market and the global economy and then in 2 years 85% of my predictions had come true, this supported by solid arguments that analyzed both the emotional and technical factors of the market.
In these 18 years, I went from creating software in my bedroom in C# .NET, to understanding how the global economy works. Understanding the system of invisible pulleys. It's like NEO when he can finally see the code of the Matrix. With this knowledge, acquired through real experience, I began to solve more complex problems, analyze investments, clean up companies and lead agreements. We are like a McKinsey, a global management consultancy, but smaller (for now) obviously. We manage businesses globally and scale them.
The incredible network that we have built over the last 18 years allows us to face any challenge, no matter how complex, always working with the same values: effort, ethics, commitment and discipline.
Creating the
impossible™.