Luciano Pasqualini

Fastcash was historically a payments processing company with some big customers in Brazil but ultimately started to deal with lots o competition and a low differentiated product.

With scarce resources to hire new people and just a couple of ideas of what had to be done, I led the commercial and product efforts to bring the first customers into the company and co-build the solutions. Those products were a white-label wallet with a white-label POS that helped marketplaces and B2B service providers to expand their offering to their customers.

This 5-months project led to multiple and still active contracts for Fastcash, generating almost 1.5 billion in TPV and doubling the company's size.

The finance and payments ecosystem is changing dramatically in Brazil as the Brazilian Central Bank establishes new regulations. One of the opportunities that surged in 2021 was to work with SMB's credit card receivables to offer credit lines, loans, and credit cards. A Venture Builder company was interested in testing whether a credit card could work to anticipate receivables at 0% cost.

I built a fully functional MVP with appropriate partners and a 100% remote and part-time team to launch a new product in the market. In two weeks, a couple of hundreds of SMBs were interested in the product, and the monthly TPV reached 100,000 in the first month.

Albo was the leading challenger bank in Mexico in 2020 but faced several challenges to keep up with the expected growth pace.

While working there, I found out that this was not only a product or technology-related problem but also an organizational problem. There was no product delivery framework or process in place, so even if each team delivered their sprint on time, there was a bottleneck stopping the new app version release. Therefore, I worked with a new product delivery manager to align tribes and squads to the new delivery process and increase the number of app releases from one every month to one every two weeks.

Omnia Salud is an Argentinian healthtech company that serves customers across multiple LATAM countries. By 2019, the company was experiencing a lot of demand, but a few customers turned into paying and retained customers.

I led a small team of three people to map what was happening, segment these customers, and fix the funnel. After a couple of weeks working with customers, it was clear that the problem was in the implementation processes, so I created a customer success team and led the design of the after-sale processes to ensure the percentage of retained users increased. After this, the number of corporate customers onboarded simultaneously scaled from one to five.

BT is an international telecommunications company with lots of connections and links between different nodes of its network and other providers' nodes.

The company was presenting negative results consistently, but at the same time, it was difficult to analyze the profitability of each customer as there were a lot of shared costs to maintain the network and third-party contracted costs.

I drafted a new framework to proportionately distribute these costs according to the total contracted bandwidth for each customer, which ultimately led to identifying non-profitable customers, links, and idle connections. Acting accordingly in each situation by renegotiating contracts, canceling idle internet lines, or correcting intercompany expenses allocation, I cut variable costs by 2%, directly impacting the company's P&L for the LATAM region.