Litebox

I am responsible for defining the commercial strategy, communication, and the organization of internal and external events.

Head of Growth

In charge of the company's commercial strategy for new and existing clients.
Definition of communication strategies.
Alignment of service offerings.

Sales Director

Acid Labs

Entrusted with the oversight of two of the company's three business units:

InnovationX: The inception of digital products from the ground up, encompassing co-ideation, data, design, and development.
TechCore: Infrastructure and cyber security.

I am responsible for articulating the commercial strategy for each unit, fostering the advancement of technologies, and ensuring the successful delivery of projects. I manage the Profit & Loss statements, and define and monitor the key performance indicators of the business.

Business Unit Managing Director

Google

Responsible of the stewardship of big corporations in the retail and consumer goods sector for Argentina and Uruguay. I was in charge of the formulation of positioning strategies and adoption of Google Cloud technology.

Enterprise Account Manager

Wolox

- Entrusted with the leadership of the sales, delivery, and technology teams for the region.
- Charged with the delineation of commercial objectives.
- Engaged in the scrutiny of management metrics.
- Fostering client relationships.

Regional Manager

- Responsible safeguarding the revenue and booking of Argentina.
- Coordination of the Account Managers team.
- Devising strategy for the acquisition of new accounts and growth of current ones.
- Establishment and monitoring of business metrics.
- Collaborative project planning with Operations.

Regional Relationship Manager

- Consolidation of the company's business ventures.
- Undertaking the growth projection plan of the assigned accounts.
- Interaction with the Operations department throughout the project's duration.
- Participation in the consultancy phase of the projects.
- Ensuring client satisfaction throughout the project's lifecycle.
- Involvement in the management of project scope changes.
- Identification of the value proposition for each account and presentation of potential technology solutions for Upselling.
- Negotiation of potential Upsellings.
- Management of project collections.

Business Relationship Manager

Gafre Comex Srl

Foreign Trade Office

- Direction of the commercial sector.
- Development of client portfolios and identification of their needs.
- Compilation of work proposals.
- Generation of new services to offer to current and prospective clients.
- Corporate solutions at the banking, customs, and logistics level.
- Assistance in the optimization of ComEx Departments; processes, tasks, cost reduction, and staff training.

Commercial manager

BIOMAKERS

- Design and implementation of business plans.
- Training and education on business management for partners.
- Roadshow for investor search and presentations therein.
- Establishment of the corporate structure.
- Participation in the recruiting process.
- Review of contracts.

Advisor

Banco Credicoop Coop. Ltdo.

- Documentary review of operations prior to the exchange rate closure, in accordance with current BCRA regulations.
- Affectation of customs documentation.
- Technical advice to bank clients.
- Assembly of Swift messages abroad.
- Responsible for BCRA's Com. "A" 3602 for the entire bank.

Import Analyst

Arkis Real Estate

- Responsible of initiating the company's reengineering process, which arose from an organizational diagnosis conducted by a senior consultant.

Tacticah Design Büro

- Management of prospect base/generation of new clients.
- Visitation to active clients.
- Coordination of the sales team.
- Client service to companies such as Unilever (Cif; Ala; Skip; Mistolin; Omo; Rinso; among others), Elisium Laboratories; GlaxoSmithKline; Bagó; Novartis; Boehringer Ingelheim, Danone (Activia; Actimel; Danonino; Danette), among others.
- Coordination of projects, with the Design Department.

Sales Manager

- Tasked with coordinating timelines between the Accounts and Design Department.
- Responsible for personnel selection.
- Defining the company's commercial and administrative policies in conjunction with the Board of Directors.
- Coordinating tasks with an external financial consultant.
- Opening and coordinating a commercial office in Chile.

Administration and Budgeting Department Manager

- Performing organizational tasks within the administrative area, invoicing, and accounting paperwork.
- Handling petty cash.
- Making payments to suppliers.
- Tracking collections.
- Purchasing supplies.

Administration Assistant

Magister

- Project management.
- Selection of teachers for private lessons.
- Development of a branding communication plan.
- Management of schedule.

Partner

I am passionate about technology and its application to solve business challenges. As a Sales Director at Litebox, I lead our commercial strategy, aligning our service offerings to meet the needs of new and existing clients. My journey in the tech industry has been marked by roles such as Business Unit Managing Director at Acid Labs, where I oversaw innovation and tech infrastructure projects, and Enterprise Account Manager at Google, where I developed strategies for adopting Google Cloud technologies for retail and consumer goods companies. Additionally, my role at Wolox as the Growth Manager involved driving business development and expanding our market presence through innovative solutions.

My career is built on fostering collaboration, driving digital transformation, and ensuring flexibility in delivering solutions. I thrive on identifying pain points and deploying the right resources to accelerate organizational growth. With extensive experience in sales, project management, and digital transformation, I am dedicated to helping businesses evolve and succeed in an ever-changing technological landscape.

Three months ago I started mentoring at Emprelatam, and it reminded me of something I’ve believed my whole career:

Building a company is never a solo act.
Not at the beginning.
Not years later.
Not even when things are going well.

I say this not only as someone who works with startups, but as someone who has been a founder myself.
I’ve built companies.
I’ve gone through the uncertainty, the pressure, the silence, the adrenaline.
I know what it feels like to bet on something that doesn’t exist yet.
And I know how valuable it is to have someone in your corner during those moments.

We all have blind spots.
We all face areas that aren’t our expertise.
And having someone to challenge you, guide you or simply bring clarity can change the entire trajectory of what you’re building.

Teaching has always been part of that instinct to support others.
Before diving fully into the tech world, I taught at the University of Buenos Aires for 14 years.
Fourteen years of classrooms, conversations, late night prep, and students who pushed me to grow.
It was my way of giving back a bit of what the UBA gave me, and a way to leave a small imprint on future generations.
That experience shaped me more than I ever expected.

So when the Emprelatam team reached out, I didn’t hesitate for a second.
I saw the chance to contribute again, this time in a different format but with the same intention as always:
to support people who are trying, learning, experimenting and betting on themselves.

And who knows... maybe one of them becomes the next unicorn. 🦄

Every session feels like a new challenge.
A new perspective.
A new founder with a real story and a real problem to solve.

For years I’ve occasionally stepped into consulting sessions or joined boards to help teams think through their next move, and it’s something I genuinely enjoy.

But doing it through a structured program like Emprelatam has its own energy.
There’s purpose.
There’s commitment.
There’s community.

I’m grateful for the opportunity and excited for what’s ahead.

Supporting others always teaches you something about your own path too. ✨

Nico Martinet Juan Manuel Amorós Stefanny Navarro Herrera

Martin Storch

One of the smartest growth moves a company can make is building something useful before trying to sell anything.

Not an ad.
Not a campaign.

A tool that solves a real problem for the people you want to reach.

HubSpot did this years ago with Website Grader. A simple tool that analyzed your site and told you how to improve it. It looked like a free utility, not marketing, yet it quietly became one of their strongest growth engines.
And the logic behind it still works today.

Look at Kapwing. They created Cartoonify, an AI tool that turns photos into cartoon versions. Fun, fast and useful. It exploded in backlinks and organic traffic and positioned Kapwing as a go to brand for creators who need quick editing tools.

Or take Notion. Their free template gallery became a discovery machine. Students, product teams and freelancers downloaded templates, shared them, remixed them and eventually discovered the full power of the platform behind them.

Another good example is Calendly. Before they became mainstream, their free scheduling link solved a tiny but painful problem for anyone trying to book meetings. It spread through email signatures and meeting invites long before most people ever visited their homepage.

Same pattern.
Real value first.
Trust second.
Growth third.

What I love about this approach is how simple it is.

No shouting.
No chasing.

Just building something that helps your audience in ten seconds.

It makes me wonder what small tool every startup could build that would leave a positive impression long before a sales conversation even happens.

Maybe the next big growth lever isn’t a channel.

Maybe it is a resource your audience genuinely thanks you for.

Every December I slow down a bit and think about what really shifted in tech.
Not the noise. Not the launches. The underlying direction.

And this year, one idea kept coming back to me.
We’re moving into a moment where technology has to feel closer to people again.
More intentional. More human.

Three themes have been sitting with me as we head into 2026:

• technology that supports emotional wellbeing
• developers who think far beyond code
• security that prepares us for what’s coming

And you can already see this taking shape in the real world.

On the wellbeing side, companies like Replika and Inflection AI are showing what emotionally aware AI can look like.
Not artificial companions in the sci-fi sense, but tools that help people feel a little less alone, more grounded, more supported.
If tech can remove even a bit of human overload, that’s meaningful. 🤝

Then there’s the evolution of the developer.
Teams like Vercel and Figma are reshaping what it means to build today.
Developers are not just shipping features. They’re thinking product, narrative, ethics, user psychology.
They’re designing experiences, not just interfaces.
It’s a broader craft, and honestly, it lifts the whole industry. 💡

And of course, security.
The future is arriving fast, and companies like SandboxAQ are already pushing post quantum protection forward.
It’s not glamorous work, but it’s the foundation that keeps the things we build safe and alive for the next decade. 🔐

Put these shifts together and you get a future that doesn’t feel cold or mechanical.
It feels intentional.
It feels thoughtful.
It feels more human than the tech cycles we’ve seen in a long time.

As we wrap the year, I keep returning to the same question:
What if the next era of technology is actually the warmest one yet?

Working with different teams over the years taught me something consistent.

The teams that move faster treat growth as a technical discipline.
Not only marketing.
Not only content.
Technical.

And that changes everything.

It changes how they plan.
How they prioritize.
How they validate hypotheses.
And especially, what they’re able to build.

Some teams use engineering to scale landing pages.
Others to strengthen analytics.
Others to automate GTM workflows.
Others to speed up experiments that require code.

Different contexts.
Different problems.
Same pattern.

When growth has engineering, strategy becomes output.
When it doesn’t, it becomes a backlog of ideas waiting for someone to pick them up.

If your team thinks well but ships slowly, adding technical firepower can be the difference between moving and compounding. 🔥

Ayer participé invitado por Luca Modyeievsky del eventazo que hicieron desde The Startup Journal.
El lugar un diez. Parecía estar en NY o SF.
La gente y el ambiente, inmejorables. Me encontré con varios amigos y amigas del ecosistema, y tuve oportunidad de conversar con emprendedores que están haciendo cosas súper interesantes.
Gracias por gestar esto e invitarme!

🍾 ¡Cerramos el año por lo alto junto a nuestra Comunidad en nuestro 1er evento en un Skybar!

Ayer tuvimos el Evento de Fin de Año donde, junto a nuestra Comunidad, Sponsors y Amigos de la Casa, ​¡cerramos un hermoso año y brindamos por un gran 2026 para el Ecosistema de Argentina y la región! 🚀

Desde que comenzamos la Comunidad hace 7 meses, hasta día de hoy dónde cerramos el año siendo casi 75 Miembros, el crecimiento fue increíble y estamos muy agradecidos con todos los que forman parte. 

Un agradecimiento especial a nuestros Main Sponsors que hicieron esto posible: Huawei Cloud y BBVA Spark. Y gracias a nuestros Gold & Silver Sponsors: The Design Project, FlyDevs | IT Staff Augmentation, deRecruiters, Lawi y WAIA.

Y.. ¡Lo mejor está por venir! Se viene un 2026 de increíbles Eventos, Viajes, conexiones con Corporativos, y muchas sorpresas más.

𝗗𝗲𝘀𝗶𝗴𝗻 𝗶𝘀 𝗾𝘂𝗶𝗲𝘁𝗹𝘆 𝗴𝗼𝗶𝗻𝗴 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗼𝗻𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗯𝗶𝗴𝗴𝗲𝘀𝘁 𝘀𝗵𝗶𝗳𝘁𝘀 𝘄𝗲’𝘃𝗲 𝘀𝗲𝗲𝗻 𝗶𝗻 𝘆𝗲𝗮𝗿𝘀.

𝖠𝗇𝖽 𝗆𝗈𝗌𝗍 𝗍𝖾𝖺𝗆𝗌 𝗌𝗍𝗂𝗅𝗅 𝖽𝗈𝗇’𝗍 𝗌𝖾𝖾 𝗂𝗍 𝖼𝗈𝗆𝗂𝗇𝗀.

𝖶𝗁𝖺𝗍’𝗌 𝖼𝗁𝖺𝗇𝗀𝗂𝗇𝗀 𝗂𝗌𝗇’𝗍 𝗍𝗁𝖾 𝗅𝗈𝗈𝗄.
𝖨𝗍’𝗌 𝗍𝗁𝖾 𝗅𝗈𝗀𝗂𝖼 𝖻𝖾𝗁𝗂𝗇𝖽 𝗁𝗈𝗐 𝗉𝗋𝗈𝖽𝗎𝖼𝗍𝗌 𝖻𝖾𝗁𝖺𝗏𝖾.

𝖧𝖾𝖺𝖽𝗂𝗇𝗀 𝗂𝗇𝗍𝗈 𝟤𝟢𝟤𝟨, 𝗍𝗁𝗋𝖾𝖾 𝗆𝗈𝗏𝖾𝗆𝖾𝗇𝗍𝗌 𝖿𝖾𝖾𝗅 𝗂𝗆𝗉𝗈𝗌𝗌𝗂𝖻𝗅𝖾 𝗍𝗈 𝗂𝗀𝗇𝗈𝗋𝖾:

𝟭. 𝗜𝗻𝘁𝗲𝗿𝗳𝗮𝗰𝗲𝘀 𝘁𝗵𝗮𝘁 𝗮𝗱𝗮𝗽𝘁 𝘁𝗼 𝘁𝗵𝗲 𝘂𝘀𝗲𝗿
𝖠𝖨 𝗂𝗌 𝗍𝗎𝗋𝗇𝗂𝗇𝗀 𝗉𝖾𝗋𝗌𝗈𝗇𝖺𝗅𝗂𝗓𝖺𝗍𝗂𝗈𝗇 𝗂𝗇𝗍𝗈 𝗍𝗁𝖾 𝖿𝗈𝗎𝗇𝖽𝖺𝗍𝗂𝗈𝗇, 𝗇𝗈𝗍 𝖺 𝖿𝖾𝖺𝗍𝗎𝗋𝖾.
𝖫𝖺𝗒𝗈𝗎𝗍𝗌 𝗍𝗁𝖺𝗍 𝗌𝗁𝗂𝖿𝗍 𝗂𝗇 𝗋𝖾𝖺𝗅 𝗍𝗂𝗆𝖾.
𝖶𝗈𝗋𝗄𝖿𝗅𝗈𝗐𝗌 𝗍𝗁𝖺𝗍 𝗌𝗂𝗆𝗉𝗅𝗂𝖿𝗒 𝗍𝗁𝖾𝗆𝗌𝖾𝗅𝗏𝖾𝗌.
𝖢𝗈𝗇𝗍𝖾𝗇𝗍 𝗍𝗁𝖺𝗍 𝗋𝖾𝗈𝗋𝗀𝖺𝗇𝗂𝗓𝖾𝗌 𝖻𝖺𝗌𝖾𝖽 𝗈𝗇 𝗂𝗇𝗍𝖾𝗇𝗍.
𝖲𝗍𝖺𝗍𝗂𝖼 𝗉𝗋𝗈𝖽𝗎𝖼𝗍𝗌 𝖺𝗋𝖾 𝗀𝗈𝗂𝗇𝗀 𝗍𝗈 𝖿𝖾𝖾𝗅 𝗈𝗎𝗍𝖽𝖺𝗍𝖾𝖽 𝗏𝖾𝗋𝗒 𝖿𝖺𝗌𝗍.

𝟮. 𝗦𝗽𝗮𝘁𝗶𝗮𝗹 𝗮𝗻𝗱 𝗶𝗺𝗺𝗲𝗿𝘀𝗶𝘃𝗲 𝗱𝗲𝘀𝗶𝗴𝗻 𝘁𝗵𝗮𝘁 𝘀𝘁𝗮𝘆𝘀 𝘀𝘂𝗯𝘁𝗹𝗲
𝖶𝖾’𝗋𝖾 𝗆𝗈𝗏𝗂𝗇𝗀 𝖻𝖾𝗒𝗈𝗇𝖽 𝖿𝗅𝖺𝗍 𝗌𝖼𝗋𝖾𝖾𝗇𝗌.
𝖣𝖾𝗉𝗍𝗁, 𝗆𝗈𝗍𝗂𝗈𝗇 𝖺𝗇𝖽 𝗌𝗉𝖺𝗍𝗂𝖺𝗅 𝖼𝗎𝖾𝗌 𝖺𝗋𝖾 𝖻𝖾𝖼𝗈𝗆𝗂𝗇𝗀 𝖿𝗎𝗇𝖼𝗍𝗂𝗈𝗇𝖺𝗅.
𝖳𝗁𝖾 𝖻𝖾𝗌𝗍 𝗂𝗇𝗍𝖾𝗋𝖿𝖺𝖼𝖾𝗌 𝖿𝖾𝖾𝗅 𝖺𝗅𝗂𝗏𝖾 𝗐𝗂𝗍𝗁𝗈𝗎𝗍 𝖻𝖾𝗂𝗇𝗀 𝗅𝗈𝗎𝖽.
𝖥𝖺𝗌𝗍 𝗐𝗂𝗍𝗁𝗈𝗎𝗍 𝖻𝖾𝗂𝗇𝗀 𝗈𝗏𝖾𝗋𝗐𝗁𝖾𝗅𝗆𝗂𝗇𝗀. ⚡

𝟯. 𝗔𝗰𝗰𝗲𝘀𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗮𝘀 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆, 𝗻𝗼𝘁 𝗰𝗼𝗺𝗽𝗹𝗶𝗮𝗻𝗰𝗲
𝖢𝗅𝖾𝖺𝗋 𝗁𝗂𝖾𝗋𝖺𝗋𝖼𝗁𝗒.
𝖱𝖾𝖺𝖽𝖺𝖻𝗅𝖾 𝗍𝗒𝗉𝗈𝗀𝗋𝖺𝗉𝗁𝗒.
𝖢𝗈𝗆𝖿𝗈𝗋𝗍𝖺𝖻𝗅𝖾 𝗆𝗈𝗍𝗂𝗈𝗇.
𝖢𝗈𝗇𝗍𝗋𝖺𝗌𝗍 𝗍𝗁𝖺𝗍 𝖻𝗋𝖾𝖺𝗍𝗁𝖾𝗌.
𝖨𝗇𝖼𝗅𝗎𝗌𝗂𝗏𝖾 𝗉𝗋𝗈𝖽𝗎𝖼𝗍𝗌 𝗀𝗋𝗈𝗐 𝖿𝖺𝗌𝗍𝖾𝗋 𝖻𝖾𝖼𝖺𝗎𝗌𝖾 𝗍𝗁𝖾𝗒 𝗐𝗈𝗋𝗄 𝖿𝗈𝗋 𝗆𝗈𝗋𝖾 𝗉𝖾𝗈𝗉𝗅𝖾, 𝗂𝗇 𝗆𝗈𝗋𝖾 𝖼𝗈𝗇𝗍𝖾𝗑𝗍𝗌.

𝖠𝗅𝗅 𝗈𝖿 𝗍𝗁𝗂𝗌 𝗉𝗈𝗂𝗇𝗍𝗌 𝗍𝗈 𝖺 𝖽𝖾𝖾𝗉𝖾𝗋 𝗌𝗁𝗂𝖿𝗍.
𝖣𝖾𝗌𝗂𝗀𝗇 𝗂𝗌 𝖻𝖾𝖼𝗈𝗆𝗂𝗇𝗀 𝗂𝗇𝗍𝖾𝗅𝗅𝗂𝗀𝖾𝗇𝗍, 𝖺𝖽𝖺𝗉𝗍𝗂𝗏𝖾 𝖺𝗇𝖽 𝖼𝗈𝗇𝗍𝖾𝗑𝗍 𝖺𝗐𝖺𝗋𝖾.
𝖫𝖾𝗌𝗌 𝖺𝖻𝗈𝗎𝗍 𝖺𝖾𝗌𝗍𝗁𝖾𝗍𝗂𝖼𝗌 𝖺𝗇𝖽 𝗆𝗈𝗋𝖾 𝖺𝖻𝗈𝗎𝗍 𝗁𝗈𝗐 𝖺 𝗉𝗋𝗈𝖽𝗎𝖼𝗍 𝗍𝗁𝗂𝗇𝗄𝗌.

𝖥𝗈𝗋 𝖿𝗈𝗎𝗇𝖽𝖾𝗋𝗌, 𝗍𝗁𝗂𝗌 𝖼𝗁𝖺𝗇𝗀𝖾𝗌 𝖾𝗏𝖾𝗋𝗒𝗍𝗁𝗂𝗇𝗀.
𝖣𝖾𝗌𝗂𝗀𝗇 𝗂𝗌 𝗇𝗈 𝗅𝗈𝗇𝗀𝖾𝗋 𝖽𝖾𝖼𝗈𝗋𝖺𝗍𝗂𝗈𝗇.
𝖣𝖾𝗌𝗂𝗀𝗇 𝗂𝗌 𝖺𝖼𝗊𝗎𝗂𝗌𝗂𝗍𝗂𝗈𝗇.
𝖣𝖾𝗌𝗂𝗀𝗇 𝗂𝗌 𝗋𝖾𝗍𝖾𝗇𝗍𝗂𝗈𝗇.
𝖣𝖾𝗌𝗂𝗀𝗇 𝗂𝗌 𝖾𝗆𝗈𝗍𝗂𝗈𝗇.
𝖨𝖿 𝗍𝗁𝖾 𝗉𝗋𝗈𝖽𝗎𝖼𝗍 𝖿𝖾𝖾𝗅𝗌 𝗋𝗂𝗀𝗁𝗍, 𝗎𝗌𝖾𝗋𝗌 𝗌𝗍𝖺𝗒. 𝖨𝖿 𝗂𝗍 𝖽𝗈𝖾𝗌𝗇’𝗍, 𝗍𝗁𝖾𝗒 𝗐𝗈𝗇’𝗍.

𝟤𝟢𝟤𝟨 𝗐𝗂𝗅𝗅 𝗋𝖾𝗐𝖺𝗋𝖽 𝗍𝖾𝖺𝗆𝗌 𝗍𝗁𝖺𝗍 𝖻𝗎𝗂𝗅𝖽 𝖾𝗑𝗉𝖾𝗋𝗂𝖾𝗇𝖼𝖾𝗌 𝗍𝗁𝖺𝗍 𝖿𝖾𝖾𝗅 𝗉𝖾𝗋𝗌𝗈𝗇𝖺𝗅, 𝗂𝗇𝗍𝗎𝗂𝗍𝗂𝗏𝖾 𝖺𝗇𝖽 𝗎𝗇𝗆𝗂𝗌𝗍𝖺𝗄𝖺𝖻𝗅𝗒 𝗁𝗎𝗆𝖺𝗇.
𝖠𝗇𝖽 𝗁𝗈𝗇𝖾𝗌𝗍𝗅𝗒, 𝗍𝗁𝖺𝗍’𝗌 𝖾𝗑𝖺𝖼𝗍𝗅𝗒 𝗐𝗁𝖾𝗋𝖾 𝗐𝖾 𝗇𝖾𝖾𝖽 𝗍𝗈 𝗀𝗈. ✨

Selling to engineers is one of those things people love to overcomplicate.

But the truth is simple.
Engineers don’t buy hype.
They buy clarity.

And when you’re not selling a product, but a team and a way of working, that clarity matters even more.

If you’ve ever tried to pitch a technical leader, you know how fast they filter.
The moment they hear fluff, the meeting is over.
If your value is abstract, you lose them.
If your process feels like a black box, trust disappears.

Engineers say yes when three things happen fast:

They understand exactly what you can help them achieve.
They understand exactly how your team works.
And they understand exactly why it’s better than taking it in house.

The best conversations are not sales conversations.
They’re problem solving sessions.
They’re moments where you show that you understand their constraints, their backlog pressure, their tradeoffs, their reality.

If your pitch isn’t concrete, they’ll rebuild it in their head until it is.
If your process doesn’t show value quickly, they’ll assume they can do it faster internally.
If you hide anything, they’ll assume everything.

That’s why selling services to engineers is actually a gift.
It forces you to be honest.
It forces you to remove the ego.
It forces you to back every promise with real work and real outcomes.

Here’s how I see it.
If an engineer can’t explain what your team does in one sentence, you don’t have a pitch.
You have noise.

Most GTM teams fail for a very simple reason: math and engineering don’t live close enough.

When you zoom out, every high-performing growth engine has three things in common:

A clear metric

A fast experimentation cycle

An engineering team that builds the experiments

If you remove number 3, the whole system collapses.

Because growth today isn’t about shipping campaigns.
It’s about shipping systems.

Programmatic pages that index thousands of queries.
Analytics that show you where people land and where they drop.
Custom tools to automate outbound.
Self-serve flows that reduce friction.
Experiments that touch the real experience, not just the UI.

None of that scales with marketing alone.
All of it accelerates with engineering.

That’s why the fastest-growing devtools we work with operate like this.
Marketing imagines.
Engineering builds.
Data validates.
And then the loop repeats.

Next time you plan your growth budget, save a line for engineering.
It might become the most important experiment you run. ⚡

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How Conflict Fixed Onboarding

AI can generate 1,000 wireframes in a second 🤖. But can it design one that matters?

Efficiency ≠ effectiveness ⚡️.

Here’s the thing:
𝟳𝟮% 𝗼𝗳 𝗔𝗜-𝗴𝗲𝗻𝗲𝗿𝗮𝘁𝗲𝗱 𝗱𝗲𝘀𝗶𝗴𝗻 𝗿𝗲𝗰𝗼𝗺𝗺𝗲𝗻𝗱𝗮𝘁𝗶𝗼𝗻𝘀 𝗳𝗼𝗰𝘂𝘀 𝗼𝗻 𝗮𝗲𝘀𝘁𝗵𝗲𝘁𝗶𝗰𝘀, 𝗻𝗼𝘁 𝘂𝘀𝗮𝗯𝗶𝗹𝗶𝘁𝘆 🎨.

𝟲𝟬% 𝗼𝗳 𝘂𝘀𝗲𝗿𝘀 𝗮𝗯𝗮𝗻𝗱𝗼𝗻 𝗽𝗿𝗼𝗱𝘂𝗰𝘁𝘀 𝗱𝘂𝗲 𝘁𝗼 𝗽𝗼𝗼𝗿 𝗨𝗫, even if AI says it's “optimized.”

At Litebox, we use AI to speed up workflows, but the final design decisions? 

Always human 👥.

Why? 

Because humans bring something AI can’t: context, empathy, and creative intuition 💡.

𝗬𝗼𝘂𝗿 𝗽𝗿𝗶𝗰𝗶𝗻𝗴 𝗽𝗮𝗴𝗲 𝗶𝘀 𝗮 𝘀𝗮𝗹𝗲𝘀 𝘀𝘁𝗼𝗿𝘆

(español en comentarios)

Pricing without narrative is just a table.
 
People do not buy tables. 

They buy a story that makes sense. 📖

Open with the problem you remove.

Show the moment of relief.

Then reveal the plan that fits. 🎯

Use hierarchy.

Hero message, value bullets, social proof, clear plans.

No clutter. 

No dead-ends. ✅

Think how Notion frames outcomes before numbers.

How Connect Saad reduces fear with risk-free trials.

Clarity first, price second. 🧠

Stop designing a spreadsheet.
Design a decision.

Notion

When the system becomes the limitation


Everyone’s talking about design systems these days.
Consistency. Scalability. Efficiency.

All the right words.
And yet, sometimes, all the wrong goals.

We’ve seen it happen too many times.
Teams spend months building the perfect system.
And then every screen starts looking the same.
Every product starts feeling the same.
Everything starts losing life.

AI made this even louder.
It loves patterns. It rewards repetition.
But people don’t fall in love with patterns.
They remember moments.

A great design system gives you structure.
A great product knows when to break it.

At Litebox, we don’t worship consistency.
We design for impact.
Sometimes that means bending the rules a little.
Because the best UX isn’t just predictable.
It’s memorable.

🧩✨

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