CartBack

La mayoría de eCommerce pierden ingresos  porque sus clientes abandonan el carrito a último momento. CartBack recupera tus ventas perdidas mediante llamadas personalizadas, así aumentás tus ventas sin mover un dedo.

Founder

nocnoc

Head of the US Sales Team, accountable for bringing new US partners to the nocnoc platform. Direct report to the company's owner. Responsibilities include:
• Design and execute strategies for acquiring new clients
• Forecast planning
• Manage the sales team (onsite & remote)
• Visit clients in the US
• Organize/participate of events (conferences, webinars, etc.)
• Everything related to Business Development (Hunting, cold-emails, exploratory calls, demos, closing, account management)

Head of Sales, US

VAIRIX Software Development

Vairix is a Nearshore Software Development Boutique helping US companies scale & keep up with feature demands through a team of expert web/app developers ✅

See what our clients are saying about us 👇

Strategic Accounts

eidos.ai

Commercial Consultant

Interamericana de Cómputos S.A.

Responsible for the company's biggest Private Accounts. Also collaborate with Government Accounts (ANTEL, BROU, DGI, AGESIC, ANCAP, etc.). Responsibilities include:
• Being the single point of contact between these clients and the company.
• Selling complex technological solutions (HW, SW, &amp; Consulting Services).
• Representing and promoting international brands: Atlassian, IBM, Lenovo, BMC, HPE.
• Constant nurturing of relationships through strategic planning and execution.
• Preparing and leading large Government tenders.

Account Manager

Conexio Group

Head Of Business Development and Marketing

I help run the commercial and business development efforts at Conexio, directly reporting to the CEO. In addition, I am responsible for all Marketing efforts of the organization.

Responsibilities:

･Account Management (US).
･Align Marketing efforts with Conexio's Commercial strategy.
･Develop brand awareness in the US and LATAM.
･Generate leads for Conexio's  Adobe Experience Manager, Adobe Marketing Cloud, and Sitecore practices.

Business Development Manager

Universidad de Montevideo

‘Marketing 2’ course Assistant:

･ In charge of coordinating and implementing the course program; 
･ Evaluate students; 
･ Substitute the Professor every time he left the country

Class Assistant for the Marketing Course

Pernod Ricard Uruguay

Marketing & Trade Marketing Administration:

･ Manage supplier’s database; 
･ Constant interaction with clients; 
･ Hinge between the Finance and Marketing areas; 
･ Coordination of merchandising throughout Montevideo and the countryside

Marketing & Trade Marketing Administration

SANTANDER PRIVATE BANKING

Customer Support:

･ Open new accounts.
･ Purchase and sell of money.
･ Manage visits to the Bank’s Safe Deposit Box.
･ Update client’s database.

Customer Service

Flyboard Uruguay

Marketing Management:

･ Creation and management of Web Site.
･ Marketing of social networks.

Marketing Manager

My father's decision to teach at an international high school in Uruguay changed my life. 

It introduced me to the American culture and educational system 🇺🇸 and sparked my curiosity about different cultures and ways of life.

Today, as a leader at nocnoc, I split my time between the US 🇺🇸 and Uruguay 🇺🇾

I help global Sellers effortlessly expand in Latam's top 15 e-commerce marketplaces such as MercadoLibre, Magalu, & and Amazon Mx/Br. This allows them to go global while staying local.

nocnoc handles:

➡️ International shipments
➡ Duties/customs/taxes
➡️ Country regulations
➡️ Last-mile deliveries
➡️ Local customer support
➡️ Dealing with marketplaces' complexities


My unique journey has given me a global perspective that is an asset in the eCommerce industry. I look forward to connecting with like-minded individuals who value an international perspective 🤝


And yes, I teach Karate to 4-year-olds :) That's what my father taught at the school 🥋

Juan D. Martinez

Founder & CEO @ Lever Talent | Host of The Lever Show | Helping leaders develop talent strategies that leverage a tech-empowered future.

You’re capable of more than you could ever imagine.

I started my career impatient, driven, and a little naive. In my mid-20s, I was sprinting up the corporate ladder… and got fired.  

That moment forced me to get honest about what actually changes a team: clarity, standards, and the courage to hold them.

My belief is simple: as AI and automation take more transactions, the human work matters more. Technology multiplies what’s already there (judgment, trust, focus). Software doesn’t change a team. Cadence does.

In 2022, I followed that belief and started Lever Talent. I work with CHROs, CPOs, and HR or L&D leaders to align talent with the business so teams get better because of technology instead of being buried by it. We make it practical:

• Lead with Leverage: a manager cadence that makes expectations real (and conversations easier)
• MVV that sticks: values → rituals → behavior change
• AI, but usable: 30-60-90 change plans that turn pilots into ROI
• People-ops command center: fewer dashboards, better decisions

With technology, our leverage is limitless. Let’s build teams that prove it.

DM me to get in touch.

Drew Fortin

I feel for people in the job market right now.

The system is biased against people whose experience doesn’t fit a straight line.

There are a lot of candidates with strong, relevant backgrounds who are doing everything “right” and still getting filtered out.

All because their depth lives across more than one lane.

Hiring systems are optimized for clean narratives:

- One role
- One function
- One trajectory

If your experience shows adaptation like moving between roles, contexts, or problem spaces, it often reads as "cluttered" or "unorganized". 

And that’s deeply unfair.

Because the people being screened out are often the ones who’ve had to learn fast, and can translate skills across domains.

That kind of experience doesn’t show up well on a resume. But it shows up immediately in the work.

What’s frustrating is that this isn’t about having a lack of ability.

It’s about how ability is being measured.

So if you’re in the job market and feeling overlooked, it’s not a personal failure.

Your experience isn’t “too messy.”

It’s just mismatched with systems that haven’t caught up to how work actually happens now.

And until they do, a lot of capable people will keep paying the price for that gap.

Founder & CEO @ Lever Talent | SHRM-SCP | Helping leaders develop talent strategies that leverage a tech-empowered future.

No alternative text description for this image

Flexibility is back in the workplace for 2026, and coworking spaces are having a moment.

Nearly 9,000 shared office locations have opened nationwide, and companies like Amazon, Pfizer, and JPMorgan Chase are leading the charge. 

Leaders used to treat work location as binary:

Either everyone’s remote, or everyone’s back in the office.

Now, more leaders are finally designing work around how humans actually do their best work.

And I feel like coworking spaces are that perfect middle ground. They offer structure without the rigidity of a traditional office.

That’s also why I’m such a strong believer in remote-first talent strategies.

Because when you decouple work from a single location, you expand the talent pool dramatically. 

You hire for capability, perspective, and potential without being locked in to a certain zip code. 

I think it's only a matter of time before more companies wake up to the fact that flexibility in the workspace is a big, huge, strategic advantage. 

So if you’re writing a job listing right now, be open to hiring people who aren’t in your zip code.

Be willing to trust adults to do great work without constant visibility.

And I’m genuinely curious, especially from leaders:

If you're against remote work, what is your reasoning?

“Prove AI can’t replace you” might be the most dehumanizing sentence to enter the workplace in decades.

I understand what Shopify’s CEO is trying to push on.

AI should force leaders to question bloated processes and low-leverage work.

But the moment the conversation becomes “prove a human is necessary,” you’ve already reduced people to a cost problem.

That’s not how great work gets done.

AI is incredible at execution, pattern recognition, speed, and scale. It’s terrible at context, judgment, trust, and meaning.

Using AI as a gatekeeper for jobs is fundamentally different from using AI as an accelerator for people.

One creates fear, defensiveness, and employees who spend every review cycle justifying their existence.

The other creates better decisions, sharper thinking, and teams that ask higher-quality questions.

And let’s talk about performance reviews for a second.

If AI becomes part of how employees are evaluated, leaders need to be crystal clear about what they’re optimizing for.

If leaders don’t take responsibility for defining that relationship, employees will fill in the gaps themselves.

And fear always fills the gaps faster than clarity.

AI shouldn’t be about replacing people.

It should be about figuring out how much more people can do when the machine finally carries its share of the load.

We’ve spent decades pretending there’s one “real” career path.

Do great work → manage people → lead managers → maybe get a title bump.

But that ladder doesn’t fit everyone, and frankly, it never did.

I’m seeing it with clients right now: the individual contributor (IC) path is finally being taken seriously.

Not everyone wants to manage people, and more importantly, not everyone should.

You can build an incredible career by being exceptionally good at doing the work with no headcount required.

That’s why traditional career paths are becoming obsolete.

ICs aren’t moving up anymore; they’re moving across, expanding scope, learning adjacent domains, and compounding value.

The problem is that most companies are still stuck in outdated career pathing models. 

That means now the task of leaders is to align business needs with what actually energizes your people. 

That means creating real IC paths that respect ambition without forcing people management.

Do that, and you’ll keep your top talent growing with you instead of outgrowing you.

If you don’t, they’ll find a path without you. And honestly? I don’t blame them.

January just logged the highest number of job cuts since the 2009 recession.

But layoffs aren’t what’s breaking the job market right now.

What’s far more damaging is that companies are cutting roles and abandoning hiring plans at the same time.

Hiring plans are at their lowest level since the Great Recession.

Job openings keep sliding, and unemployment claims are ticking up.

If you’re job searching right now, this might explain why you're being met with silence. 

It has nothing to do with your qualifications.

These companies are pulling back at the same time they’re letting people go.

This is one of the hardest hiring environments we’ve seen in years.

And it won’t improve through optimism or denial.

What it needs is more honesty about what’s happening, more empathy for the people inside it, and fewer leaders pretending that “the market is fine.”

Companies are rushing to replace entry-level jobs with AI, 

But they are unaware of the talent gap it’s creating...

Historically, career paths looked like this:

• Entry-level = tactical, grunt work
• Senior = strategic thinking
• Growth = do less of the boring stuff over time

But AI just blew that model up.

AI now replaces the early learning reps, where people build judgment.

So when companies cut entry-level roles because “AI can do it,” they’re creating a bigger problem:

Who will have the experience to lead 3–5 years from now?

Because AI can’t replace the experience of learning, the judgment you earn, or the ability to apply context inside a real business.

Entry-level jobs aren't disappearing. They’re evolving.

Entry-level now means:

• Using AI as a baseline tool
• Doing more, not less, with better leverage
• Learning faster how businesses actually work
• Building judgment, not just output

Entry roles shouldn't be removed, but they should be redesigned. 

Career development in an AI world is about longer, richer roles with more responsibility sooner.

Jeff Bezos just cut a third of The Washington Post.

Including the journalist assigned to cover Amazon.

His explanation was that this was a “strategic reset.” So they can compete in the era of AI.

I want to be careful here, because this isn’t about romanticizing the past or pretending media isn’t under pressure.

This move is a signal of something much bigger happening across industries right now.

We’re watching leaders use layoffs as a substitute for strategy.

When things get hard, the reflex is to cut people, and then blame “the market” or “AI.”

What’s missing is the hard middle work:

• What are we actually trying to be now?
• Where do humans create unique value that tech can’t replace?
• How do we evolve the model without hollowing out the mission?

You can absolutely build great work with fewer people. But how you do it, and why, matters.

This is showing up everywhere. And I want to make it clear, AI didn’t force this.

Leadership choices did.

The companies that make it through this next chapter will be the ones that can clearly answer:

What are we building now, and why are people still essential to it?

If you can’t articulate that, no amount of “strategic resets” will save you.

I fully believe that diversity should be the reason people get hired. 

Every time.

Because diversity is how merit actually works.

Most people treat diversity like a checkbox. Real diversity in the workplace is about perspective: 

Different life paths, problem-solving instincts, and lived experience colliding in the same room.

If you source from the same schools, the same networks, and the same referrals, and your interviews reward “people like us,” then your process isn’t objective.

The outcomes will never feel fair, no matter how many scorecards you add.

Real meritocracy only works when diversity is built upstream.

That’s why I built my agency to be fully remote.

I wanted access to the best people, not the closest ones. We focus on what someone can actually do, not where they live.

Diversity of thought, experience, background, and perspective is how you get better decisions in volatile, fast-changing markets.

I’m intentional about this. 

I’m a white guy in business, and I’m aware of how default systems tend to work.

So I build systems that don’t rely on them.

When you widen the funnel and judge people on outcomes instead of familiarity, you get stronger teams and better results.

Companies say AI’s biggest win is cutting headcount. So why are 84% still running on legacy software?

That disconnect explains why so many AI initiatives fail.

AI is exposing how leaders really think about their employees. 

When leaders view employees as a cost center, AI is viewed as a cost-cutting tool.

But the real value from AI comes when it amplifies human judgment, creativity, and decision-making.

But that requires leaders to understand how work actually happens, and where humans add irreplaceable value.

Most don’t.

So instead of redesigning workflows, building trust, or investing in upskilling, companies reach for the bluntest lever available: headcount reduction.

And then they’re surprised when productivity doesn’t improve, and ROI never shows up.

AI only fails when leaders don’t actually understand the work their people do.

When leaders rush to remove humans before they’ve even figured out how the work really gets done, AI doesn’t make the company better.

All it does is speed up the damage.

I wish more leaders understood that.

Everyone’s racing to adopt AI at work...

But most teams still don’t know what good adoption even looks like.

One AI-equipped individual can now perform like a small team used to.

That’s a huge deal.

But it’s also where a lot of leaders are drawing the wrong conclusion. Too many leaders assume the goal is to swap humans for AI.

It’s not.

The real advantage comes from AI-enabled teams, intentionally designed.

Here’s the tension leaders need to sit with:

- AI lifts lower-skill performers the most (huge opportunity)
- AI also homogenizes thinking (huge risk)

Tech won’t be enough to save broken operating models. To actually see success with AI, leaders need to do the hard stuff:

→ Redesigning roles
→ Rethinking team structures
→ Deciding where humans must stay in the loop because creativity, judgment, and context still matter

The work isn't easy, but it’s also the difference between AI as a cost lever…

And AI as a true competitive advantage.

Tech workers have been told to worry about AI coming for their jobs.

This week, the market made it clear that leaders are worried now, too.

When news broke about Anthropic’s new Claude Cowork agentic AI tools, stocks fell hard. 

Entire categories took a hit:

- Legal software
- Finance platforms
- Enterprise SaaS. 

Now, AI is threatening the business models that software companies have relied on for decades.

If a single AI agent can search, synthesize, generate reports, and coordinate across tools, what happens to the bloated layers of software built around those tasks?

This is why the conversation needs to change.

When CEOs talk about AI purely as a headcount reduction lever, they miss the bigger risk:

You can’t cost-cut your way through a broken model.

Dario Amodei’s warning about AI wiping out entry-level white-collar roles is incomplete.

The real disruption AI is creating is how value gets created, packaged, and sold.

But only leaders who understand where real value lives will capture it.

The rest will keep optimizing a model that no longer works.

taplio

The Battle

Juan D. Martinez

Drew Fortin

Followers

Posts

Engagements

Likes

Performance ScoreDrew Fortin's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Juan D. Martinez

Drew Fortin

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Drew Fortin's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreDrew Fortin's LinkedIn Performance