Author Bio

Guillermo Mulville

Guillermo leads the Telecommunications, Media and Technology (TMT) Team at IDB Invest, which he joined in 2016. He is responsible for developing business strategies and plans, and for managing clients and structuring the transactions of the TMT sector in Latin America and the Caribbean. Before joining the IDB Group, he worked at the International Finance Corporation (IFC) for more than nine years, as Head of the TMT sector for Latin America and the Caribbean. He previously worked at ABN AMRO Bank for 12 years. He was Enron International’s Global Finance Manager for two years. He served as board member of Pan-African and Pan- American companies engaged in broadband and cell tower distribution and infrastructure, with portfolios in various countries in Latin America and the Caribbean. Guillermo earned a master’s degree in finance from Universidad del CEMA and a professional degree in business administration from Universidad de San Andrés (both in Argentina).

Post in Guillermo Mulville

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With E-Groceries, Software is Indeed Eating the World

Driven by social distancing imposed by COVID-19, the online grocery ecosystem is becoming more diverse, and increasingly innovative. Colombia’s Merqueo is a good example of a solid business model in a rapidly transforming market.

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How Will the Rise of Miami as a Global Tech Hub Impact Latin America & the Caribbean?

Foreign-born founders, including many Latinx, account for around 40% of entrepreneurs in Miami, as South Florida evolves from a “stepping-stone” in and out of Latin America and the Caribbean, becoming a tech hub for the region.

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Latin America & the Caribbean Has a Truck Problem, But the Solution is on its Way

The region's trucking industry is gigantic, and inefficient, with shippers struggling to find available trucks and carriers struggling with driver security and limited working capital. The potential for tech disruption is clear, and startups are filling the void with online marketplaces.

Latin-America and the Caribbean are surfing the ride-hailing wave
Latin-America and the Caribbean are surfing the ride-hailing wave

Remember what trying to get a cab used to be like? Not long ago, you would have to step into the street, wave your arm in hopes of being noticed and sometimes wrestle another would-be passenger for the coveted spot. And that was only the beginning. At times, cab drivers took you down the “tourist route,” or simply got lost finding their way. At pay time, it was a matter of luck for you to have cash or for a driver to have change.

What can Latin America and the Caribbean learn from Silicon Valley
What can Latin America and the Caribbean learn from Silicon Valley

In 1984, Steve Jobs launched the first Mac. The classic film “Revenge of the Nerds” was released the same year. At the time, computers and nerds went hand in hand. During my adolescence, the impression of what seemed to be happening in Silicon Valley was “not cool.” In recent decades, the area that stretches to the south of San Francisco has become the undisputed pole of innovation worldwide. Many countries have tried to develop their own versions of Silicon Valley, but for most of them this is an elusive goal. Silicon Valley is a unique ecosystem, thanks to the clustering of the top technology companies, universities closely linked to the subject, innovation laboratories, and a very extensive private equity industry. But what really makes this valley unique is its entrepreneurial culture. They take risks, learn from their failures, and always think big: growing 10 times and not by 10%. In his recent annual letter to Amazon’s shareholders, Jeff Bezos emphasizes the importance of having an obsessive customer focus. Bezos explains how machine learning and artificial intelligence impact almost all areas of his company.  Above all, he highlights the enormous risk of becoming irrelevant if they get stuck on internal processes, if they don’t make quick decisions, and they don’t adapt to major trends. In summary, the letter is a manifesto to the Silicon Valley culture, an exponential vision of the future. The Silicon Valley recipe: New business models Last June, the directors of the Inter-American Development Bank (IDB) and the staff of IDB Invest (formerly known as Inter-American Investment Corporation) spent three days in Silicon Valley, for their first joint trip. The intense agenda included several of the most emblematic technology companies, incubators, accelerators, risk equity funds, and think tanks. Some of the most mentioned technologies were the Internet of Things, artificial intelligence, blockchain, robotics, 3D printing, virtual reality, and augmented reality. However, beyond its inventions, Silicon Valley is well-known for mainstreaming new business models. In many cases, these models have changed complete paradigms, such as the economy “uberization” and the crowdfunding. Ultimately, Silicon Valley is the window from which we glimpse the changes that will impact all areas of our lives, from our work, home, cities, and transportation to our finances, health, education, and entertainment. Computer processing costs continue to fall, so we should expect disruptive changes in every industry exposed to technology. This means nearly all industries! Silicon Valley's key for Latin America and the Caribbean Upon our return, we had many questions about Latin America and the role of development banking: What are the major development challenges emerging from these technological changes? How can we prepare to buffer the imminent impact that the most vulnerable will suffer? What kind of knowledge should we generate and how should we disseminate it? How can we ensure that regulations and laws (that by nature move more slowly than technology) favor innovation, efficiency, and inclusion? How can we deepen support for the Latin American entrepreneur? In the ICT (Information and Communications Technology) industry it is essential to support, in public and private spheres, investments in broadband in a region that has consistently under-invested in infrastructure. Mobile broadband is the great facilitator of the technology ecosystem and the great democratizer of the twenty-first century. Networks must be ubiquitous and costs need to be accessible. It is important to promote competition and entrepreneurship, and prevent market concentration. During 2017, IDB Invest has contributed to this goal/effort with loans to Telecom Personal in Argentina and to Tigo in Paraguay. Despite this, development banking must be more ambitious. In a world that is accelerating at great speed, banking must lead by looking forward and not in the rear-view mirror. The recipes from the past do not work when we are facing paradigm changes. The quantity of data circulating on the Internet doubles every year and a half. Currently, more content and information is generated per day than what was generated in entire centuries during the pre-digital age. Using landline phones, we took more than 100 years to connect all households. With cell phones, we connected nearly everyone in less than 20 years. And now, Dell, IDC, and others expect that by 2020 there will be between 30 billion and 50 billion objects connected to the Internet, helping in turn to provide feedback for machine learning and artificial intelligence. Much has changed since the release of “Revenge of the Nerds.” Now, in Silicon Valley, nerds are cool: they work in jeans and sandals, get around on skates and colored bicycles, they relax on beanbags, and are offered free meals, 24/7. In many cases, their bank accounts feature a lot of zeros, which is not surprising since the five companies with the greatest market capitalization in the world are Apple, Alphabet, Microsoft, Amazon, and Facebook.  The nerds have in fact had their revenge! Subscribe to receive more content like this! [mc4wp_form]

Latin America needs more broadband to capitalize on the data explosion
Latin America needs more broadband to capitalize on the data explosion

There are many stories about the origins of chess.  To me, the most colorful is about a king in India who was given a new game consisting of two armies and 64 squares, to overcome the loss of a son in the battlefield. The king was so delighted with this new game that he offered to give the inventor anything he wished for as compensation: “Give me one grain of rice for the first square, two grains for the second square, four grains for the third square, and so on for each of the squares of the game board,” said the inventor.