What Drives Us
The problem we're trying to solve, and the principles that guide how we work.
A promotion with no preparation
In organizations across Argentina, there is a pattern so common it has become invisible: the most capable individual contributor gets promoted to team leader — and then receives no meaningful preparation for what that role actually requires.
The assumption seems to be that the skills that made someone an excellent technician, analyst, or operator will naturally transfer into leadership ability. They don't. Managing people is a fundamentally different craft from doing the work yourself — and it requires a different set of skills, habits, and mental models.
The gap isn't a lack of intelligence or commitment. It's a lack of specific preparation for specific situations. New leaders don't need a philosophy. They need to know what to say on Tuesday morning when someone on their team hands in work that isn't good enough.
How we think about leadership development
Practice over theory
Leadership skills are developed through practice, not through reading about them. Every session produces something you can try this week. The following session starts with what happened when you did.
Specific over general
Generic leadership advice is easy to give and hard to apply. We work with specific situations: this conversation, this person, this context. The more specific the practice, the more transferable the skill.
Honest about difficulty
Managing people is genuinely hard. Telling someone their work isn't good enough, handling a person who tests your authority, asking your own manager for help — these are uncomfortable situations. We don't pretend otherwise.
Grounded in context
The program is built for Argentine workplaces — the cultural norms, the relationship dynamics, the way authority and hierarchy actually work here. Not imported from another context and applied wholesale.
Not executive coaching. Not transformational leadership.
There is a large and growing industry of executive coaching, leadership philosophy, and transformational development programs. Many of them are valuable — for the right audience at the right stage.
This program is not that. It's designed for the person who was promoted last month, who still sits next to the people they now manage, and who has a team meeting tomorrow morning. They don't need a leadership vision. They need to know how to run that meeting.
The question we start with
What are the specific situations a first-time frontline leader in Argentina faces in their first three months — and what concrete tools do they need to handle each one? Everything in the program flows from that question.