Built to Benefit

Founder and Coach

Toastmasters International

VP of Membership

Helping others grow their communication and leadership skills

Chapter President

BNI (Business Network International)

Member · Business Coach

Positive Intelligence

Your mind can be your best friend or your worst enemy.  Our app-guided program helps you strengthen the part of the brain that serves you (your sage) and quiets the part of the brain that harms you (your saboteurs).

PQ Coach

Noble Restaurant

• Transitioned the business from a generic family restaurant to a destination restaurant for those looking for vegan, allergy friendly and clean ingredient meals.
• Installed, implemented and trained the Toast POS including KDS screens and wired/wireless access point to improve the guest experience, restaurant operations and profitability.
• Business was growing at 5x industry average at time of acquisition.
• Utilized menu engineering, paid ads, text marketing and brand positioning to grow business.

Owner

Premier Window Cleaning LLC

After nearly 20 years in business ownership, including exiting a 7-figure company growing at 8x the industry average, I’ve learned this:

The best businesses don’t only make money—they make a difference.

Today, through Built to Benefit, I work with small business owners who want to build companies that work for them and those they serve—employees, customers, families, and communities alike.

My coaching is shaped by experience and grounded in empathy. I’ve walked the highs and lows of ownership. I know what it’s like to feel overwhelmed, unsure, or stuck—and I know what it takes to move through that and thrive.

What I focus on with clients:

→ Developing confident, values-driven leadership
→ Creating cultures where employees take ownership and actually care
→ Mapping profit levers and building incentive systems that work
→ Clarifying vision and aligning strategy with sustainable growth
→ Shifting from “running the business” to truly owning it
 
Whether it’s through 1:1 coaching, cultural reset programs, or strategic consultations, my goal is simple:
To walk alongside business owners and help them lead with more clarity, more confidence, and more purpose than ever before.

Because when small business owners thrive—everyone thrives.

Let’s connect if you’re building something that matters and want a thinking partner to help you do it even better.

Andrew Lamppa

If you want true freedom in your business, you don't need more SOPs. 

You need to delegate the thinking - not just the doing.  You need to delegate ownership.

Here are the 4 Levels of Delegating Ownership:

0. Novice – Needs instructions
1. Task Owner – Follows SOPs
2. Process Owner – Recommends solutions
3. Results Owner – Owns the outcome
4. Growth Owner – Improves the system + mentors others

The goal?  You monitor the dashboard - not your people.

Wearing all the hats? Micromanaging everyone? Want employees who really show up and get it done 💪 — without burnout, chaos, or wanting to sell your business every Friday? We should talk.

Every employee you have should know:

1. How they impact your revenue.
2. How they impact your profitability.
3. How they impact long-term company value.

This is especially critical if you employ less than 20 employees.

When employees don't know these three, they focus on tasks instead of outcomes.

They stay busy, but the business doesn't grow.
They wait for instruction instead of thinking like owners.
They show up for work but they don't improve the company. 
And you continue to carry all of the weight.

Moving into building roles with clarity, scoreboards and transparency - employees become multipliers, not overhead.

Most small businesses don't need more employees.
They need employees aligned to the financial drivers of the business. 

Give them clarity.
Show them how their work matters.
Reward their results.

Employees show up when you show them how to win.

On this small business Saturday, I want to share a win that one of my small business clients had recently.

He owns a small accounting firm and was struggling to hit his realization rate.

We implemented three things that really helped him hit his goals for the first time in a couple years:

1. Employee Success Agreements
2. Weekly meetings
3. Properly designed Purposeful Incentive Plan

In Q3, he finally hit his goal and paid out over $10,000 to his 5 employees in quarterly bonuses.  

This is what can happen when you show people we win win (our goal) and when we win (the reward).

Obstacles are all around us. Sometimes, you just need to do the work.

Showing your employees how they can win is one of the most important ways to get them to care as much as you do about your business.

Want your employees to resent working for you?  Do this one thing: Don’t give them a target to shoot for.

While talking with a relative over Thanksgiving, she mentioned to me she didn’t like her boss.  

She said the reason was because her boss micromanaged her work and had a standard but was unwilling or unable to communicate what that standard was.

If you have employees, giving each of them a critical result will not only allow you to let go of feeling the need to micromanage, but also give them a target to shoot for.

As you prepare for 2026, start thinking through what every employee’s critical result should be.  

If you don’t want to do it on your own, let’s connect.  I’m here to help and happy to serve.

Work-life balance has little to do with hours on the clock. 

It has everything to do with the amount of energy you have when not on the clock. 

If you want your employees to have better work-life balance, focus on giving them meaningful work and a purpose greater then themselves.

Who would you need to be as an owner and what would you need to create as a culture to have a waiting line of employees eager to work for you?

Do you want a team of “helpers” or “owners”?  

Oftentimes, when a “a good job” isn’t defined, people default to staying busy, avoiding mistakes and not rocking the boat.  You can’t build a high performing team if the standards are invisible.  

Turning your core values into core behaviors that are observable prevents this and create a shared language of ownership.

Suddenly, your people stop acting like employees… and start thinking like owners and leaders.

If you want your employees to sell for you, educate them on what makes your company different than your competiors

.

Why every employee needs to know their purpose.

This thanksgiving, instead of telling your team thanks or good job, acknowledge them instead.  Here’s how:

1. Name the specific behavior or action.
Not “good job.”
Something real. Tangible.

2. Call out the effort or mindset behind it.
What did it take? What did they push through?

3. Connect it to how it impacted you, your team, your company or the individual. Because people care more when they understand their impact.

Be thankful — but be specific.
Be appreciative — but be formative.
Be the leader who uses today to reinforce the culture you want tomorrow.

Happy Thanksgiving.
Your team deserves to hear why they matter.

If you aren’t implementing your core values into your company, you’re missing a huge opportunity to create the culture you want.

Poorly designed incentive plans carry many risks.  Here are three of them:

1. Creates entitlement among your staff if employees are rewarded for outcomes they didn’t create
2. Creates frustration when your employees show up better but profits or payouts dip outside of their control
3. Incentives short-term behaviors that can hurt the company in the long run

Instead, purposeful incentive plans avoid these pitfalls by paying out based on:

1. Company performance
2. Quarterly strategic objectives
3. Personal performance

If you want help designing your incentive plan for 2026, let’s chat.

If you’re frustrated that your employees may not give the same level of service to your clients as you do. One of the reasons is that your core values aren’t being lived out.

To turn your core values from a static concept to a way of being you need to convert those into core behaviors and talk about it on a weekly cadence with your team so that they can see how your core values can be lived out in the day-to-day operating of the business

When people think of your brand, what do they think about?

The carrot and stick method of leading your people is not broken, it actually works pretty well as long as you don’t dangle the carrot in front of them indefinitely.

If your nervous to establish a compressive incentive plan because of past mistakes, you need to build trust in your team. One way to do that is give them a payout table that communicates how much they’re incentive will be every quarter and what needs to happen for them to receive it. 

We win when - you do x
When we win - you get y

Most service firms are missing their revenue goals. The culprits: 

❌ Utilization too low
❌ Realization bleeding cash

If you're constantly pushing toward targets and still coming up short — this is probably why.

We fix it with one system: connect effort to revenue, track the right numbers, and build incentives that actually drive margin.

Your employees can care about your business as much as you do…

Most businesses have a single biggest constraint, that when solved, improves many different aspects of the business. 

What’s yours?

Vintti

Driving growth and sales strategies to help CPA and financial firms with talent recruitment and management. Let's connect to discuss how we can elevate your workforce.

Co-Founder & CEO

Abacum

Account Executive

Kearney

Summer Associate

Agencia de Administración de Bienes del Estado

Project Manager

DIRECTV Latin America

Lead Churn and Revenue

Revenue Sr Analyst

Young Professional

Bomberos Voluntarios de San Isidro

Firefighter

I believe chronic understaffing is not a condition businesses have to face permanently. There are many new ways to build capacity in accounting firms, Fintechs and businesses of all sizes, even in this market. Here is how we’ve turned the tide at Vintti. 

In today’s economy, understaffing has become the #1 worry for accounting and CPA firm leaders as the demand for financial services keeps growing. But does it have to be this way?  I argue not. 

In challenging times, we leaders need to be agile, adapting to the changing trends in talent acquisition and team building. At Vintti, we are helping firms fill this talent gap. 

We Believe in Strategic Outsourcing

Companies tend to consider outsourcing only related to non-core functions or at great scale, but the truth is that technology and remote work have proven to allow full positions and core functions to be held from anywhere in the world with the same level of productivity as in a conventional office.

Every business we’ve helped outsource positions to nearshore countries finds that: 

→ It’s cheaper as it saves up to 60% in overhead costs.
→ Hiring is faster and more effective due to a larger pool of pre-selected candidates. 
→ Allowed them to be more agile and scale up or down as needed.
→ They were free of the compliance complexities of offshore entities. 

Why we choose South America?

Its proximity to US markets gives SMBs and growing CPA firms the possibility to outsource full-time positions during regular working hours, from client management roles to high-level decision-makers. 

While India has made its mark in outsourcing, global talent is not geographically confined. South America, with Vintti, is emerging as a viable competitor. As companies seek diversified talent hubs, South America's rising tech and business sectors offer a fresh perspective. 

Let's connect to discuss how we can elevate your workforce.

Agustín Morrone

This week I sat down with our team leads to talk about and plan next year.
And every time we do this, I remember how important is to stop, talk and sincere ourselves as a team.

When you’re growing, it’s easy to keep moving and assume everyone is on the same page.

But if you don’t pause, people start pulling in different directions without meaning to.

These meetings aren’t for building big speeches or creating a perfect roadmap.

They’re about getting real on a few things:
– What actually matters next year.
– What doesn’t.
– How we can serve our clients better.
– And where each team wants to push themselves.

How do we get better?” is one of the reasons I value these conversations the most. Every team has its own goals, its own challenges, and its own version of where they want to raise the bar. And when you put all of that on the table, you can see how the whole company gets stronger.

It almost feels like we’re competing against our own best version.
In a good way.
In a “let’s keep sharpening this” kind of way.

And once we align on that, everything gets quieter. Clearer.
And the work moves faster, not because we add more, but because we point in the same direction.

Pausing is uncomfortable. But every time we do it, I’m reminded it’s one of the most important things for the company, the team and the clients.

CEO @Vintti | The bridge to hire LATAM talent for U.S. companies

A client and founder recently told me:
“If the peso in Colombia drops 20%, my team’s real income shrinks. But if the peso in Mexico strengthens, I’m suddenly paying 15% more than planned. I can’t push it to the client, and I can’t cut salaries. So who absorbs the hit?”

That question captures something we don’t talk about enough when hiring offshore.

It doesn’t matter if you’re hiring in LATAM, the Philippines, India or anywhere else, once you operate in another economy, FX volatility stops being a macro story and becomes a very real operational tension.

It affects payroll, fairness, retention, pricing, and how teams feel their compensation month to month.

This week I wrote about this in my newsletter, not the theory, but the day-to-day reality of managing teams across currencies, and how founders can think about income stability and pricing when FX moves.

If you want to read it, DM me and I’ll send it to you directly.

We’re launching our first Sales Development Representative Bootcamp at Vintti

We built this because every week we meet talented students or recent grads who want to start a career in international sales but can’t get real experience anywhere.

So we’re trying a different approach. Instead of creating a “training program,” we designed a 1-month, hands-on sprintwhere you actually do the work. This consists of:
- Joining our global sales team
- Prospecting real companies in the US & Canada
- Learning the B2B outreach frameworks we use internally
- Getting paid for every SQL you generateAnd if you really stand out, there’s a chance to stay with us in a full-time role.

Program details:
📌 From: February 9 
📌 100% remote
📌 For students/new grads in Business, Economics, Engineering, Actuarial Science & related fields
📌 Intermediate/advanced English
📌 Hunger to grow. Drive. Attitude. Ambition. That’s what we’re looking for.

If you’re interested, apply to this link: https://lnkd.in/ecATDwDr

Bootcamp info

A founder told me recently:

“If Colombia’s peso drops, my team’s income shrinks.
If Mexico’s peso strengthens, my costs jump.
I can’t pass it to clients, I can’t cut salaries.
So… who absorbs that?”

That captures one of the biggest challenges of hiring across LATAM.

This isn’t something you solve with a spreadsheet. You solve it by deciding who carries the FX risk… and being honest about the tradeoffs.

It’s a hard decision, because what’s really at stake is who absorbs the volatility or the cost increase when the macro moves.

If the company absorbs it, margins move.
If the client absorbs it, pricing becomes unpredictable.
If the employee absorbs it, fairness collapses and retention does too.

Anyone who has managed remote teams for more than a year knows that the third option isn’t really an option.

You don’t need to predict currencies or build a perfect model. But having a structure is really important. How often you review compensation, how you track inflation and local expectations, how you separate pricing from short-term swings, and what your “currency logic” is before things get messy.

Once you hire globally, volatility becomes part of the operating model. This is one of the real drawbacks of hiring remote talent. It’s the part nobody puts on a slide. But the upside is still much stronger than the headache of dealing with macro volatility. The talent you can access and the leverage it gives you, far outweighs the complexity.

At Vintti, we handle this by absorbing the FX cost ourselves. We believe it’s the fairest path for both our clients and our team. But we also plan for it thoughtfully: running scenarios, thinking long-term, and making sure that when FX swings come, the impact on the people doing the work is as small as possible.

It’s something more founders are quietly dealing with.

Some days you get a front-row seat to how differently companies treat people.

Both companies were going through restructuring. Both needed to reduce headcount.
None of this had anything to do with performance, the people affected weren’t the problem.

Today I saw two situations happening almost at the same time, and the contrast couldn’t have been bigger.

In one company, someone was fired by email.
No call. No explanation. No context.
Just a message, access cut, and that was it.
A really unfair way of treating a person who had been showing up every day and doing the work.

And then, in another company facing a similar restructuring, I saw the complete opposite.
They also had to let someone go but the way they handled it couldn’t have been more different.
They sat down with the person, walked through the situation with honesty, gave context, offered support, and even prepared a recommendation letter so the person could land on their feet as quickly as possible.

Same moment.
Same business pressure.
Two paths that couldn’t be further apart.

Letting someone go will never feel good. But there’s a huge difference between making it cold and confusing, or making it human and clear.
And that difference is respect, for the work that person did, for the hours they put in, and for the fact that they were part of what you were building.

These things don’t require a playbook.
Just a bit of presence, dignity, and the willingness to treat someone the way you’d want to be treated if the roles were reversed.
At the end of the day, how you show up in these moments says more about your culture than any document, value statement, or fancy mission ever will.

At Vintti, we usually talk about what works.
But today we’re sharing the moments that forced us to get better.

We just released a new ebook with 9 real stories, some funny, some painful, all true. They pushed us to rebuild how we recruit, filter, evaluate, and protect our clients from bad hires.

Stories like:
• the candidate who accepted two jobs at the same time,
• the week we ran 200 interviews that shouldn’t have happened,
• the candidate who never resigned from their old job,
• the interview where a candidate showed up with zero context about the company,
• and the day a client and a candidate were both “waiting”… in two different meeting rooms.

Looking back, these moments forced us to fix something, sometimes a tiny detail, sometimes an entire step in the process. And after a while, all those adjustments added up and changed the way we operate today. It’s a clearer and more predictable system because we learned what happens when those gaps exist.

If you’re hiring remotely or scaling a team, this ebook might save you from headaches you won’t find in any recruiting playbook.

Download the free ebook here: https://lnkd.in/dx8iREDa

Every year I see the same thing happen.

Teams think they have “plenty of time,” and then suddenly it’s mid-January, the inbox explodes, and everyone starts working 55–60 hour weeks just to stay afloat.

Tax season doesn’t get easier with experience, it gets easier with preparation.

And preparation isn’t just about organizing files or updating software.

It’s about making sure your team can actually handle the volume that’s coming.

A few things I’ve seen make a real difference:

1. Get your team aligned early.
A single clear conversation now, about what’s coming, what’s realistic, and where the past bottlenecks were, saves everyone from surprises in February.

2. Lock in vacation schedules now.
When people know exactly who’s available during the peak weeks, the team plans better, stresses less, and avoids the last-minute scramble that always shows up in busy season.

3. Map capacity before you map deadlines.
If you understand how much each person can take on without crossing the 55–60 hour threshold, you can plan the work in a way that doesn’t rely on burnout to get things done.

4. Train before the rush, not during it.
Giving people time to get comfortable with the tools and workflows they’ll depend on in March prevents the “learning while drowning” dynamic that costs hours you can’t afford to lose.

5. Add capacity sooner than you think.
If last season already pushed your team to its limits, bringing in help early is the difference between a manageable tax season and one where people spend the whole month in survival mode.

Tax season isn’t about surviving the chaos.
It’s about preventing it long before it starts.

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Agustín Morrone

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The Battle

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