Alset

At Alset, we are dedicated to empowering businesses through high-quality software development and consulting services. I lead our team to deliver custom software solutions, mobile and cloud applications, and web development projects. By employing agile methodologies, we ensure timely and budget-friendly deliveries, saving clients up to 40% compared to US-based alternatives. My role includes overseeing engineering processes, driving innovation, and ensuring our commitment to integrity, discipline, quality, and excellence.

Key Achievements:

Led over 50 successful software projects.
Achieved a 95% client satisfaction rate.
Enhanced operational efficiency, reducing development costs significantly for our clients.

CEO and Head Of Engineering

Member of the Board

Stadiobet

Chief Technology Officer

Otter Waiver

Otter’s digital platform allows organizations to create, publish, sign, and store liability waivers for a price that is lower than printing physical paper. We make eSignatures simple and accessible to our industry, for the sake of the planet and your piece of mind.

Soldsie

Soldsie is a social commerce platform that allows customers to purchase products through comments on Facebook and Instagram.

PopBookings

I joined PopBookings as the first Senior Developer, where I spearheaded the development of the marketplace/recruitment platform from the ground up. I provided the system architecture and led the development of a Service-Oriented Architecture (SOA) solution and the mobile app. My role expanded to include CTO responsibilities, where I oversaw the technical strategy, ensuring scalability and reliability. My contributions were pivotal in driving the platform's growth and success, ultimately enhancing the user experience and operational efficiency.

Key Achievements:

Architected and developed the initial SOA solution and mobile application.
Led a team of developers to ensure project milestones were met.
Promoted to CTO, where I further enhanced the platform's capabilities and performance.

Certified Scrum Master and Senior Software Engineer

Edenred México

Edenred is a world-leading financial company that offers incentive programs for companies, employees, and commerces. I was brought here to help them improve some transaction performance issues in their solutions.

Contractor

Grupo Salinas

Grupo Salinas is a group of Mexican companies, created by Ricardo Salinas Pliego, with activities in the media, telecommunications, financial services, and retail trade.

Project Leader

IT Consultant

Schwarzwolf Computec

InnovaUNAM Unidad Ingeniería

Senior Web Developer

Missed your development goals? I’ll get you back on track and under budget in 28 days.

Passionate about helping businesses grow and succeed. With over a decade of experience, I've led teams in startups and multinational corporations to develop innovative software solutions. At Alset, we turn ideas into market-ready digital products, delivering on time and under budget. Let's collaborate to exceed your development goals.

Tristán Martínez

High-Performance Executive Coach | Empowering Leaders To Revolutionize The World

There’s one thing you’ll never find in my schedule: excuses.

I work with disruptive leaders. The ones who want to become true masters of strategy. Executives who are determined to operate themselves, their teams, and their organizations at a high-performance level. They’re not satisfied with what they’ve already achieved. They’re not here to maintain; they’re here to scale. And they know that to do that, they need serious, strategic guidance that matches the height of their vision.

My approach isn’t for those who need Monday-morning motivation or for anyone still claiming they’ve “tried everything.” I work with real leaders. The ones who don’t negotiate with ambition. The ones who want to build teams that not only perform but ignite. The ones who aren’t here for likes, they’re here to make an impact.

I’m not winging it. I’ve spent over two decades and 16,000 hours in the skin of authentic leadership, the kind that doesn’t make headlines but changes destinies. I’ve worked with organizations and executives across Latin America, the United States, Europe, Asia, and Africa, addressing complex challenges with solutions that actually move the needle.

Executive coaching, team development, strategic planning, innovation, office politics, and future trends. I don’t sell formulas or feel-good phrases. What I do is build leaders who make history.

I lead IFM Global, and this journey has been anything but comfortable. But it’s been real, demanding, and deeply transformative. Yes, I hold an MBA, certifications, and advanced programs, including ones with the Navy SEALs, and I was shaped by a mentor who marked my life and vision—my father, a pioneer of executive coaching in Costa Rica.

I’m not here to repeat what you already know. I’m here to challenge you until you become the leader you know you’re capable of becoming.

And if that resonates with you, let’s talk.

Sebastián Meléndez

There is something fascinating happening right now in the most interesting companies in the world.

They are not just getting better at what they do. They are becoming something entirely different. And the results are disproportionate.

NVIDIA went from a gaming company to the backbone of the AI revolution. Not by optimizing. By redefining what they were.

That is a fundamentally different kind of leadership decision. And it follows a pattern that is far more structured than most people realize.

The leaders and organizations producing outsized results right now share something in common: they understand that not all change works the same way. There are levels to it. And the highest level, the one that creates the most value, is also the one that requires the most from whoever is leading it.

The difference between these levels, and the five questions that define leaders operating at the highest one, is what this article is about.

#Leadership #Strategy #OrganizationalChange #Reinvention #ExecutiveLeadership #BusinessStrategy

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IFM Global

Forging Elite Strategists | Coach to CEOs, Founders, and Executives

English

Spanish

Organizations have never been busier changing. New tools. New processes. Restructured teams. AI integration. Cultural shifts. The list never ends. And

The Four Levels of Change Every Leader
Should Understand

Something happened last week that's still sitting with me.

I came across a prompt on LinkedIn, shared by Rick Cristancho.
The idea: configure AI not to agree with you, but to think with you.
To go deeper into your reasoning. To name what you're actually doing versus what you think you're doing.

I ran it.

And what struck me wasn't the technology.
It was what the structure opened up.

Every time it pushed back, I had to go deeper.
Deeper into the reasoning, the context, the assumptions underneath what I was saying.

And that process of going deeper is exactly where the blind spots live.

That's the thing about honest exchange: it works.
Not because the source is infallible, but because it opens a conversation you couldn't have had alone.

Most leaders don't have that kind of exchange in their environment.
Not because people around them are dishonest.
Because there's a social gravity in every professional relationship that pulls toward harmony.
Challenge feels risky. Agreement feels safe.
Over time, the feedback loop narrows until you're mostly hearing what you've already decided to believe.

What this experiment made visible is that the structure matters more than the tool.
The AI didn't become more capable. It became more useful the moment it was configured to think with you instead of for you.

The same is true for the environments we build around ourselves.

The leaders who keep growing, who build something genuinely extraordinary, tend to have at least one voice in their life that is explicitly not there to agree with them.
Not to be harsh. Not to undermine.
But to protect the outcome instead of the comfort.

Honest feedback is one of the rarest inputs a leader can have.
The ones who seek it out, who build the conditions for it to happen, are the ones who reach levels others only observe from a distance.

That's what this experiment reminded me.
The edge isn't always a new tool.
Sometimes it's finally letting something, or someone, tell you the truth.

#Leadership #CriticalThinking #ExecutiveLeadership #StrategicThinking #Growth

CEO at IBEX-ONE, INC. | The Clarity Investor |

Julio, muchas gracias. Tus palabras me llegan al corazón y me hacen sentir profundamente agradecido. Que alguien con quien trabajas se tome el tiempo de escribir algo así, de forma tan genuina, es un regalo que no doy por sentado.

Y quiero agregar algo que tu post no menciona: los resultados que describes son de los dos. El desarrollo profesional no funciona en una sola dirección. Es un proceso donde ambas partes ponen lo mejor de sí, y cuando trabajas con alguien que llega con tus estándares, tu nivel de exigencia y tu disposición genuina para crecer, el camino se hace más claro y los resultados llegan de forma natural.

Eso es lo que más valoro de trabajar contigo: que no buscas atajos, que haces el trabajo de verdad. Y eso se nota.

—————————————————————

Julio, thank you so much. Your words truly touch my heart and make me feel deeply grateful. When someone you work with takes the time to write something like this, so genuinely, it's a gift I don't take for granted.

And I want to add something your post doesn't mention: the results you describe belong to both of us. Professional development doesn't work in one direction. It's a process where both sides bring their best, and when you work with someone who shows up with your standards, your level of commitment, and your genuine willingness to grow, the path becomes clearer and results come naturally.

That's what I value most about working with you: you don't look for shortcuts, you do the real work. And it shows.

En los últimos días he visto cómo varios amigos han participado en distintos procesos y hoy ya somos compañeros de trabajo.

Eso me llena de satisfacción. Poder servir, orientar y aportar mi granito de arena en el crecimiento profesional de otros es algo que realmente valoro.

Sin embargo, también he notado que muchas personas aún no están trabajando en su marca personal, y en el entorno actual eso ya no es opcional: es fundamental. Tu marca personal es lo que comunica tu valor antes de que tengas la oportunidad de hacerlo tú mismo.

Si estás en búsqueda de un nuevo propósito profesional o quieres mejorar tu situación actual, te recomiendo ampliamente a mi amigo Sebastián Meléndez.

Es un profesional con gran credibilidad, resultados comprobados y una trayectoria que respalda su trabajo.

Si realmente quieres dar el siguiente paso en tu desarrollo profesional, vale la pena conversar con él.

#MarcaPersonal #DesarrolloProfesional #Crecimiento #Networking

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Lately, I’ve seen several friends go through hiring processes and now we’re proud to call each other colleagues.

It’s truly rewarding to contribute, support, and play a small part in their professional growth.

One thing I’ve noticed, though, is that many professionals are still not actively working on their personal brand.

In today’s world, that’s no longer optional it’s essential.

If you’re looking for a new purpose or aiming to improve your current situation, I highly recommend connecting with my friend Sebastián Meléndez.

He has strong credibility, proven results, and the experience to help you move forward.

#PersonalBrand #CareerGrowth #ProfessionalDevelopment

The drive that built what you have today may not be the same drive that takes you forward. And that's worth paying attention to.

There are nine universal values that shape where people find meaning. The mix is unique to each person. And it shifts over time, especially after the milestones that were supposed to feel like arrival.

The leaders who sustain performance over decades are the ones who periodically recalibrate. Not just their strategy. Themselves.

#StrategicLeadership #ExecutiveCoaching #PurposeDriven #LeadershipDevelopment #CEOInsights

Purpose isn't something you find once. It moves. And the leaders who understand this operate differently. There's something that happens to leaders af

The Quiet Shift

Most leaders understand what it takes to build something great.
 
Very few understand what it takes to keep it that way.
 
Isadore Sharp spent six decades running Four Seasons Hotels and Resorts without ever franchising the name, launching a cheaper brand, or cutting prices when the market collapsed.
 
Every one of those decisions had a real cost.
 
Slower growth. Investor pressure. An industry convinced he was leaving money on the table.
 
He was. On purpose.
 
What Sharp understood is something most scaling strategies never account for: the moment you compromise the standard to capture more market, you don't have more market. You have less brand.
 
And a brand, once diluted, doesn't recover.
 
It just becomes one of many.
 
The companies that define a category aren't the ones that grew the fastest. They're the ones that stayed truest to what made them worth growing in the first place.
 
Sharp didn't optimize for size.
 
He optimized for irreplaceability.
 
When Bill Gates and Prince Al-Waleed bought the company in 2007, Sharp had one condition before closing the deal: they could never be forced to sell.
 
He wasn't protecting an asset.
 
He was protecting a standard.
 
Sixty years later, when anyone in the world wants to describe what luxury means at its highest level, there's still only one name they reach for.
 
That's not market share.
 
That's permanence.
 
#Leadership #BusinessStrategy #ExecutiveLeadership #StrategicThinking #BuildingToLast

Extraordinary People Series Isadore Sharp

There's a confusion I keep coming back to because it matters more than most people realize.

Efficiency and speed sound like the same thing. They're not.

Efficiency is doing what you already do, but better. Faster cycles. Lower costs. Fewer errors.

Strategic speed is something else. It's how quickly your company can move resources, talent, and attention toward something new. A capability you don't have yet. A bet that doesn't show ROI today but could define where you are in two years.

One keeps the engine running well. The other decides which road you're on.

The tricky part? Both feel productive. Both fill your calendar. Both look great in a quarterly review.

The difference only shows up over time.

Here's an exercise I recommend to every leadership team I talk to.

Take your current strategic initiatives. The ones getting real budget, real people, real attention. Sort them into two categories.

First: making us better at what we already do.
Second: building our ability to do something we don't do yet.

Look at the ratio.

If almost everything lives in the first category, that's not a failure. But it is a signal. You're building a faster version of yesterday.

Protecting even 20 to 30% of your strategic energy for the second category changes trajectory over time. Not because those bets pay off immediately. But because they reposition you.

And don't make it a one-time exercise. Make it a quarterly conversation with your leadership team.

McKinsey's latest Global Tech Agenda backs this up. Over 600 leaders surveyed. Only about 18% sustain real growth, 10%+ in revenue and profitability, three years running.

The difference? Not budget. Allocation. Three out of four in the top group shifted investment toward capturing new value. The rest are still focused on modernizing and cutting costs.

Both approaches are responsible. Only one changes trajectory.

Even the top group doesn't feel comfortable. A quarter say their data isn't ready. A third struggle with talent. Many say the bottleneck isn't technology, it's getting people to change how they work.

If the best are still figuring it out, the takeaway isn't that you're behind. It's that this is a direction you commit to, not a finish line you cross.

Two categories. Check the ratio. Have the conversation.

The real risk isn't moving too slow. It's being incredibly fast in a direction that's quietly losing relevance.
 
#StrategicSpeed #Leadership #BusinessStrategy #GrowthMindset #ExecutiveLeadership

We spend so much time talking about what it takes to build something extraordinary.

The late nights. The risk. The relentless pursuit of more.

But almost nobody talks about what happens after. When you've already built it. When the offers are pouring in. When every advisor, every investor, every analyst is telling you the same thing: you're leaving money on the table.

What does it take to hear that and say no?

Not once. Not as a negotiation tactic. But consistently, for decades, as a philosophy.

That's the part of Craig Newmark's story that got me.

Not the numbers. Not the scale. The fact that he arrived at a definition of "enough" and never moved it. While everyone around him kept expanding theirs.

I think about this a lot.

Because we live in an environment that punishes restraint. Where "staying the same size" sounds like failure. Where saying "we're good" in a board meeting feels almost irresponsible.

And yet, some of the most resilient things ever built were built by people who resisted the pressure to make them bigger.

There's something deeply counterintuitive about that. You work incredibly hard to create something valuable, and then your greatest strategic decision becomes... protecting it from yourself. From your own ambition. From the voice that says "but what if we could do more?"

Craig listened to a different voice. One most of us struggle to hear.

The one that says: what you've built is already enough. Now make sure it lasts.

I think that voice deserves more airtime.

#Leadership #Strategy #Craigslist #ExtraordinaryPeople #LessIsMore

Extraordinary People Series: Craig Newmark

We celebrate breakthroughs.

The bold move. The decisive moment. The leader who "changed everything" in one stroke.

But that's not how it works. Not really.

The leaders who actually transform organizations don't rely on single moments of brilliance. They rely on something much less exciting: patterns of behavior repeated so consistently they become part of who they are.

Four patterns, specifically. And they're not the ones you'd expect.

They decide quickly. Not carelessly, but with the understanding that speed itself is a strategic asset. That waiting for certainty is often more dangerous than acting with incomplete information. They move, they observe, they correct. While others are still debating the perfect option, they've already learned from three imperfect ones.

They build alignment before they build anything else. Not through speeches or mission statements, but through the unglamorous work of making sure every person involved understands the exact same outcome, the exact same timeline, the exact same standard. Strategy that isn't shared isn't strategy.

They deliver. Relentlessly. This is the one that compounds. Every commitment honored deposits credibility into what I'd call an organizational trust account. And just like a financial account, the value of those deposits becomes apparent only when you need to make a withdrawal. When crisis hits, when the market turns, when the board is nervous, accumulated trust is what keeps the ship together. You can't build it overnight. And you certainly can't fake it.

They adapt. When reality changes, they change with it. Not their destination. Their route. The best leaders are stubbornly committed to where they're going and remarkably flexible about how they get there. They don't resist change. They read it. They treat shifts in the landscape as information, not as threats.

Here's what fascinates me about this.

None of these behaviors are complex. None of them require unusual talent. None of them look impressive on any given Tuesday afternoon.

But stacked together, practiced consistently, over years... they create something that looks, from the outside, like extraordinary leadership.

It's not. It's ordinary behavior, repeated with extraordinary discipline.

Which raises an uncomfortable question: if the behaviors are simple, and they're clearly effective, why don't more leaders practice them?

I think the answer is that we're wired to look for the dramatic. The big idea. The one-time decision that changes everything. And in doing so, we overlook the daily patterns that actually do.

What you do once is a moment.
What you do every day is a legacy.

#StrategicLeadership #ExecutiveLeadership #LeadershipDevelopment #HighPerformance #OrganizationalTrust

The universe has been expanding for 13.8 billion years. Into space that didn't exist before. Without resistance. Without a ceiling.

There's a reason the leaders who keep producing at the highest level, long after others plateau, seem to operate with more room. More capacity for complexity. Less urgency to resolve what should stay open.

It's not seniority. It's not experience. It's something that runs underneath both.

#StrategicThinking #LeadershipDevelopment #ExecutiveCoaching #MindsetShift #Leadership

Why the size of the space you think from matters more than what you think with There's something physicists have known for a century that most leaders

The Expanding Mind

Stewart Butterfield built a video game for three years. His whole team. Everything committed. Then it failed and he shut it down.
 
Most people in that moment look for the next thing.
 
Butterfield looked at what was still there.
 
While building the game, his team had quietly created something for themselves. A tool to communicate, to coordinate, to function. Nobody assigned it. Nobody planned it. It existed because they needed it and nothing else was working.
 
He recognized it. Took that internal tool, turned it into a standalone product, and launched it publicly. Companies around the world adopted it. It became Slack, one of the most widely used workplace communication platforms in the world.
 
The conventional instinct after a major failure is to reset, start clean, build something new from scratch.
 
Butterfield did something that requires a completely different quality of attention: he studied what the experience had actually produced. Not what he had planned to produce. What had genuinely emerged.
 
That is aftermath clarity. The ability to see clearly after something breaks. To interrogate what the failure actually built along the way, what problems got solved that nobody planned to solve, where value quietly accumulated while everyone was focused on what wasn't working.
 
Most high-performing leaders resist this. The original vision still feels like the real thing. Admitting it didn't work is one thing. Developing the presence of mind to recognize what did survive, and having the conviction to pursue it, is something else entirely.
 
Butterfield had done this before. The same pattern. Different game, same quality of attention.
 
That's not coincidence. That's a trained way of seeing.
 
Most leaders are taught to build forward. To plan, execute, measure, repeat. Very few are taught to look sideways at what the process itself is generating. The signals that appear not in the outcome but in how the team adapted, what they built around the gaps, what they refused to stop doing even when it wasn't in the brief.
 
Those signals are usually the most honest read of where real capability lives.
 
What would you find if you went back and looked at the last thing that didn't work... not at what failed, but at what survived? 
 
The best thing you'll ever build might already exist inside what you think failed.
 
#Leadership #Strategy #ExtraordinaryPeople #IFMGlobal #Entrepreneurship #ExecutiveLeadership #BusinessStrategy

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The Battle

Tristán Martínez

Sebastián Meléndez

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The Battle

Tristán Martínez

Sebastián Meléndez

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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);}Sebastián Meléndez's LinkedIn Performance

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