Alejandro Betancourt López

Leopoldo Alejandro Betancourt López built a $2.6 billion fortune by investing across fashion retail, transportation technology, banking in West Africa, and energy infrastructure. That range isn’t random diversification or lucky timing. His successful investments share three consistent traits that transcend industry boundaries.

Understanding those patterns explains how someone who started in energy can successfully back a sunglasses company and a ride-sharing service. It also reveals why he’s comfortable making concentrated bets in unfamiliar markets while many experienced investors struggle to expand beyond their specialty.

“There are 10,000 good ideas out there,” Betancourt López said. “But not all of them come to be a successful venture because there are many factors that make them successful. The most critical one is the people.”

Trait 1: Exceptional people running operations

Leopoldo Alejandro Betancourt López doesn’t invest in business plans or market projections. He invests in people who demonstrate capability before he writes a check. That distinction matters more than most investors realize.

Spreadsheets can justify almost any opportunity. Market analyses can make failing businesses look promising. But the quality of the management team is harder to fake. Either they’ve executed successfully before or they haven’t. Either they understand their industry deeply or they’re still learning.

His philosophy centers on finding people who know more than he does about their specific domain. That seems counterintuitive. Most investors want to feel smarter than the entrepreneurs they’re backing. Betancourt López wants the opposite.

“When I hire people, I take a real hard look at the experience they have,” he explained. “I like to know that they know more than me, that they’re better than me, that they have better knowledge than me on that industry.”

That approach enabled his investment in Hawkers. The founding team had already proven they understood their customer and could execute with limited resources. They didn’t need someone to tell them how to sell sunglasses online-they needed capital and operational support to scale what was already working.

The same pattern appeared with his early backing of Auro Travel. The founders understood Spain’s regulatory environment for ride-sharing and had identified an opportunity to accumulate vehicle-for-hire licenses before the market matured. Betancourt López recognized their expertise and provided resources to accelerate their strategy.

“The first thing I look at is the management-their philosophy and the way they function,” he said. “That’s what makes a difference there. I always like to meet the key people and see if they are good entrepreneurs. For me, the big rationale is understanding that the people behind it are the right people.”

This people-first framework allows Leopoldo Alejandro Betancourt López to invest across industries without becoming an expert in each. He doesn’t need to understand every detail of eyewear manufacturing or ride-sharing logistics. He needs to identify capable teams and provide them with capital and support to execute their vision.

The trait appears across his entire portfolio. Every successful investment started with recognizing exceptional people who had already demonstrated competence in their field.

Trait 2: Perfect timing in the value chain

The second trait separating Betancourt López’s successful investments from his failures involves timing. Not just market timing-value chain positioning. He identifies where profits will emerge in an industry before others recognize the shift.

He uses historical examples to illustrate the concept. During the early oil industry, refiners captured most profits because they controlled a critical bottleneck. Standard Oil built its empire by guaranteeing product quality through refining capacity.

Later, as oil became scarce, exploration and production companies captured more value than refiners. When wars disrupted supply chains, shipping companies like those owned by Aristotle Onassis generated enormous returns.

“That’s one of my biggest talents, I think where the chain of value, it’s been moving along to have that anticipation that you’re going to be placed there before it gets to that point,” Betancourt López explained.

His investment in Auro Travel demonstrates this principle in action. Recognizing that ride-sharing would eventually expand into Spain, he supported the accumulation of approximately 2,000 vehicle-for-hire licenses before Uber and other platforms entered the market aggressively.

“When we started the traveling business in Spain, Auro, we knew that Uber was going to come to Spain and we started accumulating all the licenses,” he noted. “It was a gamble, but it was a calculated gamble because we knew that the market, it was going to shift to private riding industry instead of taxis.”

The strategy worked. By November 2022, ride-sharing giants Uber and Cabify each made acquisition bids around €200 million for Auro. What seemed like an expensive bet on regulatory arbitrage became a highly valuable asset as the market evolved.

Hawkers demonstrated similar timing. The company invested in influencer marketing when it was still novel and inexpensive. As that channel became saturated and expensive, Betancourt López shifted resources into physical retail stores before other digital-native brands recognized the need.

“It’s just to anticipate yourself where the market is going to move and the value in the chain is going to be,” he said.

The ability to spot these shifts before they become obvious separates exceptional returns from average ones. It’s not enough to recognize a good business-Leopoldo Alejandro Betancourt López positions investments where the economics will improve over time rather than deteriorate.

Trait 3: Ability to adapt and sustain

The third trait distinguishing successful investments is harder to identify upfront but becomes clear over time. Companies must demonstrate ability to adapt as markets evolve and sustain performance through changing conditions.

This trait separates businesses that enjoy brief success from those that build lasting value. Many companies can capture an opportunity and generate impressive initial growth. Few can reinvent themselves when that initial advantage disappears.

Leopoldo Alejandro Betancourt López sees this play out across industries. Fashion presents particular challenges because trends change quickly and consumer preferences shift constantly.

“Sustainability and profitability are two different things,” he explained. “If profitable tomorrow, it doesn’t mean you’re going to be profitable forever. I think profitability is tough, but is something easier to achieve than sustainability, because in any industry, it’s very hard to predict where the market is shifting.”

He uses Hawkers as an example. The company must convince customers to buy sunglasses repeatedly while competing with established brands and new entrants.

“You have to convince everybody, all the market, everybody in the market, to buy a pair of sunglasses every day and put a lot of marketing and wake up the next day and do the same all over and all over and all over,” Betancourt López said. “So it’s a very, very, very hard sustainable company to keep it sustainable over time.”

That requires constant reinvention. Hawkers started as a pure e-commerce brand, expanded into influencer marketing, opened physical stores, launched sustainability initiatives, and continues evolving its strategy. The ability to adapt distinguishes companies that last from those that fade after initial success.

The same principle applies across his portfolio. Energy markets shift based on geopolitics and technology. Transportation regulations change as governments respond to new business models. Banking in emerging markets requires flexibility as economic conditions evolve.

Companies that can’t adapt eventually fail regardless of how well they started. The third trait Betancourt López looks for is evidence that management teams have navigated change before and demonstrated willingness to adjust strategy when circumstances demand it.

How the three traits work together

The three traits create a framework that works across industries. Exceptional people can identify where value is shifting and adapt when circumstances change. Perfect timing maximizes returns but only if the team can execute. Adaptability extends success beyond initial opportunities but requires capable leadership to implement.

Leopoldo Alejandro Betancourt López looks for all three traits before committing capital. A company with great timing but weak management will squander the opportunity. Exceptional people in a poorly timed market will struggle to generate returns. Perfect timing and strong teams still fail if they can’t adapt when advantages disappear.

His portfolio reflects this framework. Hawkers had proven management, entered the market when influencer marketing was cheap and effective, and demonstrated ability to evolve into physical retail. Auro Travel had capable founders, accumulated licenses before the ride-sharing market matured, and adapted its business model as competition intensified.

“Everything I do is based on intuition and information,” Betancourt López said. “Intuition based on the right information and the right people that surrounds you.”

That intuition-refined through experience evaluating hundreds of opportunities-recognizes when companies demonstrate all three traits. The framework explains his success across unrelated industries and provides a replicable approach for investors willing to look beyond surface-level analysis.

Originally published at http://www.newbusiness.co.uk.

Few investors would have looked at Spain’s heavily regulated taxi market in 2017 and seen opportunity. Ride-hailing services faced steep barriers to entry, with vehicle-for-hire licenses strictly capped and fiercely protected by incumbent taxi operators.

Leopoldo Alejandro Betancourt López saw something different: a chance to build value precisely because the barriers were so high.

That contrarian bet led to the founding of Auro Travel, now Spain’s largest fleet operator for private hire vehicles. What began as a license-acquisition play has grown into a company that attracted buyout offers reportedly worth €200 million from both Uber and Cabify in late 2022. The journey offers a case study in how regulatory arbitrage, executed with patience and precision, can create substantial enterprise value.

Reading the Market Before It Existed

Leopoldo Alejandro Betancourt López had watched Uber’s expansion across Europe and Latin America with interest. Spain, however, presented a unique puzzle. Unlike the United States or United Kingdom, where ride-sharing companies could launch with relatively few regulatory obstacles, Spanish law required operators to hold specific licenses for each vehicle offering private transportation services. Madrid alone had roughly 8,000 such licenses, and their number was fixed.

“We foresaw a time, like today, when these licenses would be very desirable,” Leopoldo Alejandro Betancourt López explained. “It was a high-risk bet because we weren’t certain that market conditions would change in our favor, but we felt it was an important bet.”

The logic was clear, even if the execution was not. If global ride-hailing giants eventually entered Spain-and there was every reason to believe they would-they would need these licenses to operate. Someone who owned a critical mass of permits would hold a valuable asset, whether as an operator or as a supplier to larger platforms.

Auro began accumulating licenses methodically. At the time, many permit holders viewed them as secondary assets with limited standalone value, making acquisition possible at reasonable prices. Leopoldo Alejandro Betancourt López moved before the market recognized what he saw coming. “The advantage we had is the vision before it happened in Spain and we acquired these licenses before the market consolidated,” he noted. “The cost of entry or the barriers of entry were much higher for them because they were late.”

The Arrow Strategy: Turning Licenses Into Infrastructure

Owning 2,000 ride-sharing licenses created options, but the question remained: how best to monetize them? Leopoldo Alejandro Betancourt López and his team developed a two-pronged approach that would prove essential to Auro’s growth. Rather than simply operating as a direct competitor to Uber and Cabify, the company created a division called Arrow to lease permits to those same multinational platforms.

The model was elegant in its simplicity. Arrow would license Auro’s ride-sharing permits to companies seeking to operate in major Spanish cities like Madrid, Barcelona, Valencia, and Malaga. This allowed global ride-hailing apps to expand their Spanish footprint without tackling the complex and time-consuming process of acquiring licenses themselves. For Auro, it meant steady revenue regardless of which consumer-facing app ultimately won market share.

“Shortly after the founding of Auro, the company created a division called Arrow to lease its licenses to partner companies such as Uber and Cabify that wish to have a presence in major Spanish markets,” reported The American Reporter. Leopoldo Alejandro Betancourt López had effectively positioned his company as infrastructure rather than just another app competing for riders.

The approach reflected a broader investment philosophy. “It’s the way you place yourself in any industry that can capture that margin and create that value for yourself or for the investors,” Leopoldo Alejandro Betancourt López said in a 2025 interview. He drew parallels to historical shifts in the oil industry: “At the beginning, the refiners were the ones making the profit. Then oil became a scarcity, and then the value was in the producer. Then shipping, when war came-who had the means of transporting goods made his fortune.”

Auro’s license portfolio functioned similarly. While ride-hailing apps fought expensive battles for customer loyalty and driver recruitment, Leopoldo Alejandro Betancourt López controlled a resource they all needed. The company grew to directly employ approximately 100 staff while coordinating activities for over 3,000 drivers.

Building the fleet to match the licenses required significant capital. Auro secured more than $10 million in a 2019 funding round, with investors including GP Bullhound, FJ Labs, and several Spanish entrepreneurs with transportation industry experience. By 2020, the company had assembled over 2,000 vehicles-Spain’s largest private car fleet-ready to deploy once pandemic restrictions lifted.

From Supplier to Operator

The pandemic tested Auro’s model severely. With travel demand collapsed, the company’s 2,000 vehicles sat idle. “We have more than 2,000 vehicles, all of which are parked because there’s been no demand for travel,” Leopoldo Alejandro Betancourt López acknowledged during that period. “Managing our resources in this challenging environment is our primary focus right now.”

But the downtime provided opportunity. Auro used the pause to develop its own consumer-facing mobile app, transforming the company from a pure B2B license provider into a direct competitor. The app launched in late 2021, allowing riders to book Auro vehicles without routing through Uber or Cabify. “I see many ways we can grow,” Leopoldo Alejandro Betancourt López said at the time. “We’re in the process of launching our own app, which will create opportunities for us to be an operator ourselves, not just providing licenses to other operators.”

The dual model-supplying competitors while also competing against them-created leverage. When Auro’s fleet of 1,100 drivers threatened to switch from Cabify to Uber or Bolt in early 2022, the Spanish unicorn faced the prospect of losing ground in its home market. Reuters reported that the shift could push Cabify to second place in Madrid, where it had operated for a decade. Auro had become powerful enough to reshape competitive dynamics simply by choosing which platform to prioritize.

That leverage attracted serious acquisition interest. Both Uber and Cabify reportedly submitted bids of approximately €200 million to acquire Auro in November 2022. The offers validated Leopoldo Alejandro Betancourt López’s original thesis: licenses acquired before the market matured had become extraordinarily valuable assets.

Lessons in Regulatory Arbitrage

Auro’s trajectory illustrates principles Leopoldo Alejandro Betancourt López applies across his portfolio. Identifying where value will migrate within an industry-and positioning capital there before others recognize the shift -has driven returns at Hawkers, his sunglasses venture, and across earlier energy investments.

“Where the value in the chain is going to be next, we like to be there first,” he explained. “Anything where we see we’re going to be where the revenue’s going to be, we want to be first there and have that vision.”

For Auro, that meant treating regulatory constraints not as obstacles but as moats. Spain’s strict licensing regime, which deterred many potential entrants, became the foundation of a business worth nine figures to global competitors eager to buy their way in.

Originally published at https://bmmagazine.co.uk on December 12, 2025.

When Alejandro Betancourt López took the helm at Hawkers in November 2016, the Spanish sunglasses company was bleeding cash. Despite projecting €70 million in revenue that year, the company achieved only €60 million, and a key subsidiary reported losses that had escalated by 500 percent. The founders were contemplating shutting down operations entirely. What happened next offers a case study in crisis management and calculated decision-making under pressure.

Hawkers had experienced explosive growth since its founding in 2013, when four university friends launched the company with just €300. Their model was simple: sell trendy sunglasses online at €20–40 per pair, a fraction of what premium brands like Ray-Ban charged. Facebook advertising costs were negligible in those early days, and the company grew so fast that demand outpaced supply. But by 2016, that same growth had created serious problems.

“Fashion brands are valued at very low multiple levels because you don’t know for how long they’re going to be sustainable,” Alejandro Betancourt López observed. “Hawkers, for example, you have to convince everybody in the market to buy a pair of sunglasses every day and put a lot of marketing and wake up the next day and do the same all over and all over and all over. So it’s a very, very, very hard sustainable company to keep sustainable over time.”

The challenges facing Hawkers were compounded by broader economic pressures in Spain. Consumer spending had tightened, and competitors increased promotional activity, pressuring Hawkers to discount aggressively just to maintain market share. Rising Facebook advertising costs had eroded the company’s original competitive advantage.

Alejandro Betancourt López led a €50 million investment round in October 2016 through O’Hara Administration, becoming the company’s largest shareholder. One month later, the board appointed him president. Rather than implementing sweeping cost cuts that might gut the company’s capabilities, he pursued a different approach: preserving core talent while fundamentally restructuring how Hawkers operated.

Adjustments during the recession

The conventional playbook for distressed companies typically involves slashing costs, reducing headcount, and retreating to core markets. Alejandro Betancourt López rejected this approach. When Hawkers faced Spain’s economic downturn, the company’s ability to adapt quickly stemmed from having assembled individuals capable of reimagining business models under pressure.

“So you have to use all the tools you have in marketing, creativity, reinvent yourself constantly,” Betancourt López explained. “It’s a matter of being able to adapt constantly or in the long term or in the medium term.”

His first major move involved diversifying revenue streams. Hawkers had built its entire business on digital advertising, particularly Facebook. When those costs spiked and returns diminished, the company pivoted toward influencer partnerships, retail expansion, and marketplace distribution. Between 2016 and 2018, Alejandro Betancourt López pushed to open more than 80 physical stores across Spain and Portugal, balancing profitability concerns with brand visibility requirements.

The company also embraced platforms like Amazon and Mercado Libre, despite lower margins on those channels. The reasoning was pragmatic: marketplace customers trusted established platforms more than unfamiliar brands, and volume could offset thinner profits per unit.

“We’ve done many things. We have done all kinds of things,” Betancourt López said of the transformation. “We moved to influencers, then we moved to the retail space, and now it’s a robust company that doesn’t depend on one main stream of revenue. So we have different mainstreams, different strategies at the same time, and it’s more sustainable.”

Leadership restructuring accompanied these operational changes. Alejandro Betancourt López replaced some directors and employees to align with growth goals while retaining top performers. He brought in Nacho Puig as Chief Executive Officer, valuing Puig’s extensive experience in branding within the fashion and sports industries. The changes reflected a philosophy that only strong performers should remain during crisis periods.

“I’m the person that, when it goes bad, I sink with the ship. I don’t walk out of the ship,” Betancourt López stated. “But those investments that have gone bad, if you hold them long enough, maybe they come back. But I never leave them alone. So I try to support them all the way.”

Price sensitivity among consumers created another hurdle. During economic downturns, fashion companies often sacrifice margins to preserve market share, but Alejandro Betancourt López focused on value rather than entering price wars.

“The elasticity of pricing is something that consumers, when it’s a downturn economy… sometimes they lose money just not to lose market share, and that’s to achieve sustainability in the future,” he explained. “But at the same time, you’re eating your insides out and you don’t know how long you’re going to be able to sustain that. The equilibrium is very hard and very difficult.”

Framework for making fast but informed decisions

Alejandro Betancourt López credits his decision-making approach to a combination of intuition and surrounding himself with knowledgeable people. Rather than relying solely on data or gut instinct, he describes a process that blends both elements.

“Everything I do is based on intuition and information. Intuition based on the right information and the right people that surround you,” he said. “You have to surround yourself with people that are at top of their game. It’s a mix of surrounding yourself with good, talented people, listening to them, and then putting that intuition of yours into good work.”

At Hawkers, this meant empowering managers to make rapid adjustments to digital advertising campaigns, cutting losses quickly when efforts underperformed. The company closely monitored return on ad spend and pulled funding from campaigns that failed to deliver results within tight timeframes.

“Don’t leave anything to chance. Drive everybody crazy, drive yourself crazy, look at things 10,000 times, and make sure that you have the goal in sight, and it will happen,” Betancourt López advised.

Maintaining growth during economic downturns

The results of these combined efforts speak for themselves. Hawkers now operates in more than 20 countries with over 60 physical stores and generates annual revenues exceeding €100 million. The company has sold more than 4.5 million pairs of sunglasses worldwide.

COVID-19 presented another test. When lockdowns reduced demand for sunglasses, Alejandro Betancourt López pivoted again, developing an eyewear division focused on blue-light-blocking glasses for people working from home. The company also built an in-house manufacturing facility starting in 2021, ramping production from 30,000 to 90,000 units per month and reducing reliance on Chinese suppliers.

“The pandemic was a big problem for us, as for many other companies,” Betancourt López acknowledged. “We had to adapt because not many people were going outdoors and needing sunglasses. So we focused more on developing the eyewear part of it.”

Sustainability initiatives, including sunglasses made from recovered ocean plastic, helped differentiate Hawkers from purely price-driven competitors. “We always have been conscious about sustainability, and we know that the market is shifting toward that direction,” Alejandro Betancourt López noted. “Everyone is getting more conscious and wanting to understand how the product they buy impacts their life, but also the world and environment as well.”

The transformation from a cash-strapped startup facing closure to a profitable international brand required difficult choices, constant adaptation, and a willingness to abandon approaches that no longer worked. For Alejandro Betancourt López, the Hawkers turnaround demonstrates that economic crises, while painful, can force companies to build more resilient business models.

Related: Alejandro Betancourt grows Hawkers from an idea to international brand using influencer marketing

Originally published at https://londonlovesbusiness.com on December 11, 2025.

Most investors chase returns. A smaller number try to predict them. Leopoldo Alejandro Betancourt López belongs to an even rarer category: those who attempt to understand the underlying mechanics of how value shifts between different parts of an industry over time-and position themselves accordingly before the shift becomes obvious.

The Venezuelan-born entrepreneur, whose net worth stands at approximately $2.6 billion, has spent two decades refining what he calls his “chain of value” framework . Rather than asking which companies will grow, he asks a different question: where in an industry’s structure will profits accumulate next? The answer, he argues, changes over time as technology, regulation, and scarcity reshape competitive dynamics.

“I think I have a good sense of knowing or perceiving what is going to be the next cycle of profitable businesses,” Betancourt López explained in a recent interview. “I have been lucky enough to be accurate in predicting where the profits are going to come from a different industry or when the shift of an industry to another cycle is going to be.”

His Methodology for Spotting Emerging Opportunities

Leopoldo Alejandro Betancourt López traces his analytical framework to historical patterns he observed early in his career in the energy sector. Value, he noticed, rarely stays in one place. It migrates along the supply chain as conditions change-sometimes slowly, sometimes with dramatic speed.

“That’s one of my biggest talents, I think-where the chain of value has been moving along, to have that anticipation that you’re going to be placed there before it gets to that point,” he said.

His methodology combines three elements. First, he studies how profits have moved historically within an industry. Second, he identifies the constraints that currently limit supply or create bottlenecks. Third, he assesses which players are positioned to benefit when those constraints shift. The framework requires patience; positions often need to be established years before value actually migrates.

“Where the value in the chain is going to be next, we like to be there first,” Betancourt López noted. “Anything where we see we’re going to be where the revenue’s going to be, we want to be first there and have that vision.”

From Oil Refineries to Shipping to Digital Platforms

Betancourt López illustrates his framework with a sweeping historical example that spans nearly a century of industrial development. The oil industry, he argues, offers a masterclass in how value migrates along supply chains.

“If you can talk about the oil industry, at the beginning, the refiners, when the Rockefellers were in the business, were the ones making the profit,” he explained . “Then oil became a scarcity, and then the value was in the producer of the oil more than the refineries. Then shipping, when war came in the ’40s, who had the means of transporting goods, of oil or food-that’s how Onassis made his fortune because he had all the ships and that was the step in the chain that had more value.”

The lesson is clear: fortunes are made not by those who cling to yesterday’s profit centers, but by those who anticipate tomorrow’s. Rockefeller dominated refining when refining was the bottleneck. Aristotle Onassis accumulated tankers when transportation became the constraint. Each shift created enormous wealth for those positioned correctly-and wiped out those who failed to adapt.

Leopoldo Alejandro Betancourt López applied this same logic to the Spanish transportation market in the mid-2010s. Watching Uber’s expansion across the United States and Europe, he recognized that ride-hailing would eventually arrive in Spain. But rather than competing directly with the American giant, he identified a different chokepoint: vehicle-for-hire licenses.

“When we started the traveling business in Spain, Auro, we knew that Uber was going to come to Spain,” he recalled. “It was a regulated environment on the licenses for private vehicle transportation. We started accumulating the licenses and it was a gamble, but it was a calculated gamble because we knew that the market was going to shift to private riding industry instead of taxis.”

The bet paid off handsomely. Auro accumulated approximately 2,000 ride-sharing licenses , becoming one of Spain’s largest holders. When Uber and Cabify sought to expand their Spanish operations, they found Auro controlling assets they needed. By late 2022, both companies had reportedly submitted acquisition bids of around €200 million for the company.

“It’s the way you place yourself in any industry that can capture that margin and create that value for yourself or for the investors,” Betancourt López observed.

Current Sectors Showing Promise for 2025–2030

Applying this same analytical framework to the present, Leopoldo Alejandro Betancourt López sees several areas where value is poised to migrate. His most significant recent bet came in artificial intelligence, where he invested approximately five years before the current boom-well before ChatGPT brought the technology into mainstream consciousness.

“I have a big investment I made about five years ago in AI, and now it’s exploding,” he noted. “When I invested, it wasn’t a big thing. I thought it was a great idea. I did a big ticket on it and now it’s 20 times its investment.”

The digital transformation, he believes, will prove as consequential as the industrial revolution-perhaps more so. “I think the digital revolution is going to be as world-changing as the industrial revolution, but even faster and more aggressive,” Betancourt López predicted. “There are going to be a lot of winners, a lot of losers.”

Yet his outlook on energy diverges from conventional wisdom. While many investors have rushed toward solar and wind, Leopoldo Alejandro Betancourt López sees natural gas as the more compelling opportunity for the coming decade.

“I think gas is the future, if you ask me, more than solar,” he said. “We’re not going to get away from hydrocarbons completely. We’re going to shift more into gas than oil. It’s much cleaner, it’s much more efficient, and there’s plenty of gas in the world.”

His reasoning reflects the same value-chain logic he applies elsewhere. Power generation demand is surging globally, particularly as AI data centers consume increasing amounts of electricity. Natural gas can meet that demand more reliably than intermittent renewable sources, at least during the transition period. Projects capable of delivering gas to markets facing supply constraints-particularly Europe, which lost access to Russian supplies-stand to capture significant value.

“There’s a big demand in power generation right now,” Betancourt López observed. “Any new gas projects that are in different hemispheres, in different countries, can really take advantage of that.”

For those seeking to apply his methodology, Leopoldo Alejandro Betancourt López offers straightforward advice : study where profits currently accumulate, identify what’s creating constraints, and position yourself where value will flow next. The framework sounds simple. Executing it requires the patience to act before consensus forms-and the conviction to hold positions while waiting for the market to catch up.

“Everything I do is based on intuition and information,” he said. “Intuition based on the right information and the right people that surrounds you.”

Originally published at https://www.netnewsledger.com on December 11, 2025.

Hawkers wasn’t always a global sunglasses brand with operations across 20 countries. When four Spanish friends started the company with $300, they sold trendy eyewear through social media at prices that undercut luxury brands by two-thirds. The formula worked-so well that by 2016, Alejandro Betancourt López led a €50 million investment and became president to help scale the young company into a retail powerhouse.

That experience-taking a promising startup and building the infrastructure to compete internationally-taught Betancourt López which consumer behaviors matter and which ones fade. He’s applied those lessons across his portfolio, from his early backing of Auro Travel’s ride-sharing service in Spain to his leadership of O’Hara Administration’s investment group .

“Once I start something, I just don’t stop,” Betancourt López said. “I try to see every single option that could turn negative and try to mitigate it beforehand. Even if the idea is great and you have the right people, it’ll always surprise you with things that are not expected.”

The global direct-to-consumer e-commerce market reached $162.91 billion in 2024 and is projected to hit $595.19 billion by 2033. Five patterns have emerged that will define how companies connect with customers through 2025-and Alejandro Betancourt López has firsthand experience with each.

Hyper-Personalization Moves Beyond Basic Recommendations

Generic email blasts and one-size-fits-all product suggestions belong to the past decade. Today’s consumers expect brands to understand their preferences and adjust accordingly. AI-powered personalization is projected to add $24.1 billion to retail by 2028, driven by technology that tracks browsing patterns, purchase history, and real-time behavior.

Hawkers collects data from both its online store and physical locations to tailor what each customer sees. Someone browsing aviator-style frames receives different follow-up recommendations than someone exploring round frames. The system adjusts website displays, email content, and product suggestions based on individual signals rather than broad demographic categories.

The shift extends beyond marketing into operational decisions. Inventory planning, store layouts, and even manufacturing schedules respond to aggregated customer data. Companies without these capabilities face competitive disadvantages as consumers come to expect tailored experiences as standard rather than exceptional.

Younger consumers show more willingness to share personal data in exchange for customization. That creates opportunities for brands that balance personalization with transparent data practices-and risks for those that mishandle customer information.

Physical Stores Make an Unexpected Comeback

The direct-to-consumer playbook promised to eliminate expensive retail locations and sell exclusively online. Many brands discovered that customer acquisition costs on Facebook and Instagram eventually exceeded traditional retail margins. Physical stores emerged as a solution, offering lower acquisition costs and higher transaction values.

Alejandro Betancourt López opened more than 60 Hawkers locations across multiple countries, contradicting the conventional wisdom that digital-native brands should avoid real estate commitments. The decision proved prescient. Deloitte’s 2025 Retail Outlook identifies “accelerating digital transformation/omnichannel capabilities” as a top priority for retail executives.

Stores serve functions beyond transactions. They collect data on try-on behavior, color preferences, and style selections that inform online inventory decisions. Staff interactions reveal customer questions that shape product development. Geographic foot traffic patterns guide expansion decisions.

The economics support the strategy. Customers who shop both online and in stores demonstrate higher lifetime value than single-channel shoppers. Return rates drop when customers examine products before purchasing. Store associates build relationships that generate repeat business.

Hawkers manufactures in Spain, Italy, and China-a three-region approach that enables rapid response to demand shifts in European and American markets while maintaining production cost advantages. The manufacturing footprint supports both e-commerce fulfillment and retail inventory management.

Community Building Replaces Traditional Advertising

Hawkers’ early success came partly from partnerships with college students who had modest social media followings. They received free sunglasses in exchange for authentic content-a strategy that generated millions in earned media value before influencer marketing became standard practice. That “free sunnies” campaign demonstrated how community building could replace expensive advertising.

“We always have been conscious about sustainability, and we know that the market is shifting toward that direction,” Alejandro Betancourt López said. “Everyone is getting more conscious and wanting to understand how the product they buy impacts their life, but also the world and environment as well.”

That consciousness extends beyond environmental concerns into how brands communicate. Two-way engagement between companies and customers is replacing one-directional advertising. User-generated content, ambassador programs, and interactive campaigns deepen engagement while reducing paid media dependency.

One company working with referral marketing platform Mention Me saw nearly 20% of new customers arrive through referrals, up from 10% the previous year. The shift reflects economic pressure as social media advertising costs have increased dramatically. Facebook and Instagram now capture margins that previously flowed to brands.

Building owned communities through email lists, SMS subscribers, and loyalty program members provides more stable customer acquisition channels than renting attention through platform advertising.

Sustainability Demands Operational Changes

Environmental claims without operational substance no longer satisfy consumers. Gen Z shoppers, who now account for 40% of U.S. consumers , prioritize sustainability but also scrutinize whether brands deliver on promises. Sixty-four percent express willingness to pay more for environmentally sustainable products.

Hawkers created a sunglasses line using plastic recovered from oceans . The initiative addresses consumer demand for sustainable products while tackling the operational reality of material sourcing. Customers receive tangible evidence that their purchase contributed to environmental improvement rather than abstract promises about future commitments.

The broader resale market demonstrates how sustainability creates business opportunities. The sector is projected to reach $73 billion by 2028, up 217% since 2023. Brands launching their own resale channels keep customers within their ecosystem while appealing to environmentally conscious shoppers.

Manufacturing decisions carry sustainability implications. Producing in multiple regions reduces shipping distances for final products while providing flexibility to respond to regional demand without excess inventory and waste.

Data Privacy Becomes a Competitive Advantage

Twenty-three percent of U.S. internet users refuse to share personal information online regardless of incentives offered. That resistance creates challenges for brands relying on personalization while presenting opportunities for companies that build trust through transparent data practices.

Direct-to-consumer businesses collect extensive customer information. Transaction history, browsing behavior, email engagement, and customer service interactions create detailed profiles that inform marketing and product development. Managing that data responsibly has become a competitive requirement rather than a compliance burden.

Betancourt López navigates this tension daily at Hawkers. The company needs customer data to deliver personalized experiences and optimize inventory. Customers increasingly question how companies use their information. Brands that communicate clearly about data usage and provide genuine control over privacy settings build trust that translates into higher conversion rates and stronger retention.

Technical and operational investments required to manage data responsibly include secure storage systems, clear consent mechanisms, and processes to honor deletion requests. Companies that treat privacy requirements as mere compliance miss the opportunity to differentiate through trustworthiness.

These five trends interconnect. Personalization requires data, which demands trust. Physical stores support community building while collecting information that improves online experiences. Sustainability commitments influence manufacturing decisions that shape customer experience. Companies that address these factors together position themselves for growth as consumer expectations continue shifting through 2025 and beyond.

Originally published at https://businessnewsthisweek.com on November 26, 2025.

Alejandro Betancourt López Spent €50 Million on Influencer Marketing — And It Worked

Most luxury brands in 2016 still relied on celebrity endorsements and glossy magazine spreads. A page in Vogue cost six figures. A single campaign with a famous actor could run millions. That’s how you built a fashion brand-pay for prestige and hope customers follow.

Hawkers did the opposite. The Spanish sunglasses startup gave free products to college students with modest Instagram followings. No celebrities. No magazine spreads. Just hundreds of authentic people posting photos of themselves wearing affordable sunglasses.

The founders had stumbled onto something powerful. By October 2016, the approach worked well enough that Alejandro Betancourt López led a €50 million Series A funding round-one of the largest startup investments in Spanish history at that time. One month later, he became president with a mandate to scale what was already succeeding.

Rather than diversifying the marketing strategy, he doubled down. The influencer approach that built Hawkers’ initial success would receive far more resources and expand globally. That decision shaped how the company grew from a Spanish startup into an international brand operating across more than 20 countries.

Free Products That Generated Millions

The “free sunnies” campaign started small. Hawkers’ founders identified college students with a few thousand social media followers and sent them free sunglasses. No strict posting requirements. No corporate messaging guidelines. Just authentic content from people who genuinely liked the product.

The economics made sense. A single magazine ad might reach millions but cost hundreds of thousands of dollars. Sending free sunglasses to 100 influencers cost a few thousand dollars in product and generated hundreds of organic posts that reached engaged audiences.

Alejandro Betancourt López recognized the approach could scale far beyond what the founders had accomplished with limited resources. After taking over as president, he expanded the program dramatically-more influencers, bigger product shipments, systematic tracking of which partnerships generated actual sales.

“That approach totally disrupted the market in the way we penetrated the market,” Betancourt López noted. “And I think that innovation has built a huge brand that is today Hawkers.”

The strategy worked because it solved a specific problem for fashion startups. Luxury brands could afford expensive celebrity endorsements. Mass-market retailers competed on price and distribution. Hawkers occupied the middle-fashionable products at accessible prices-and needed marketing that matched that positioning.

Micro-influencers fit perfectly. Their audiences trusted their recommendations more than celebrity endorsements. Their rates were affordable enough to test hundreds of partnerships. Their content felt authentic rather than manufactured.

The approach generated millions in earned media value before influencer marketing became saturated and expensive. Hawkers built relationships with real people who became genuine brand advocates.

Different Markets Needed Different Voices

Expanding internationally meant adapting the influencer strategy for different markets. What worked for Spanish college students wouldn’t necessarily resonate in Mexico or the United States. Alejandro Betancourt López pushed for geographic customization rather than imposing a single brand voice globally.

Soccer stars promoted Hawkers in Mexico and Latin America, where football drives consumer culture. The partnerships made sense-people who followed soccer already saw their favorite players as style icons. Sunglasses fit naturally into that lifestyle.

American college students became campus ambassadors. They received free products and small payments to host events and create content. The campus ambassador program tapped into existing social networks at universities across the country, generating awareness among exactly the demographic Hawkers wanted to reach.

European fashion influencers positioned Hawkers as an accessible luxury alternative. The messaging emphasized style and quality at prices that made sense for young professionals.

Different content, different influencers, same underlying strategy-authentic endorsements from people audiences trusted.

“We always have been conscious about sustainability, and we know that the market is shifting toward that direction,” Alejandro Betancourt López said. “Everyone is getting more conscious and wanting to understand how the product they buy impacts their life, but also the world and environment as well.”

That awareness extended to marketing localization. Rather than assuming one message would work everywhere, Hawkers invested time understanding what mattered to customers in each market and found influencers who naturally fit those preferences.

The localized approach required more coordination and resources than a generic global campaign. It paid off in customer acquisition costs well below competitors relying on paid Facebook and Instagram ads. While other direct-to-consumer brands struggled with rising advertising costs, Hawkers built communities of genuine advocates who drove word-of-mouth referrals.

Building Systems to Support Scale

Influencer marketing only works if you can fulfill orders efficiently. Sending free products to 50 college students is manageable. Coordinating campaigns with hundreds of influencers across multiple countries while handling thousands of customer orders requires serious operational infrastructure.

Alejandro Betancourt López made manufacturing and logistics a priority alongside marketing expansion. The company established production facilities in Spain, Italy, and China-a three-region approach that enabled rapid fulfillment for customers in Europe, the Americas, and Asia.

Geographic distribution meant influencer campaigns in Mexico didn’t create shipping delays for customers ordering from those posts. Spanish campaigns could fulfill orders from European facilities. American campaigns shipped from distribution centers optimized for U.S. delivery times.

“Once I start something, I just don’t stop,” Betancourt López explained. “I try to see every single option that could turn negative and try to mitigate it beforehand. Even if the idea is great and you have the right people, it’ll always surprise you with things that are not expected.”

That philosophy shaped how Hawkers built systems to support influencer marketing at scale. Technology tracked which partnerships generated sales. Analytics identified which types of content resonated most strongly. Customer service teams handled inquiries in multiple languages.

The infrastructure turned influencer marketing from a creative experiment into a systematic growth engine.

The investment in operations paid dividends when Hawkers expanded into physical retail. The same distribution networks that supported e-commerce orders from influencer campaigns could stock retail locations. The data collected from online sales informed which styles to carry in which stores.

When the Advantage Disappears

By the late 2010s, influencer marketing had become standard practice. Facebook and Instagram adjusted their algorithms. Competition for influencer attention increased. Costs rose dramatically. What had been an innovative strategy became just another expensive advertising channel.

“Everybody goes to do the same thing, price goes through the roof, and the big winners are the social media companies like Facebook, Instagram, they’re making the money right now,” Betancourt López observed. “The margins are shifted in the chain of value, to somewhere else.”

That recognition prompted another strategic shift. Rather than continuing to pour money into influencer partnerships that were becoming less effective, Alejandro Betancourt López diversified Hawkers’ approach.

Physical retail stores opened across multiple countries. Email marketing and SMS campaigns targeted existing customers. Product quality improvements and sustainability initiatives-like sunglasses made from recovered ocean plastic-gave customers reasons to choose Hawkers beyond just price and social media hype.

The evolution demonstrated another principle Betancourt López applies across his portfolio: anticipate where value is moving in an industry and adjust before competitors force your hand. Influencer marketing worked brilliantly when it was new. As it matured and costs increased, staying competitive meant finding new advantages.

Hawkers today generates revenue through multiple channels -online sales, physical stores, wholesale partnerships, and direct customer relationships built over years. The influencer strategy that jumpstarted growth became one component of a larger marketing mix rather than the sole driver.

The €50 million investment in 2016 provided resources to scale influencer marketing before competitors saturated the channel. That timing advantage, combined with geographic localization and strong operational infrastructure, transformed Hawkers from a Spanish startup into a global brand generating over €100 million in annual sales.

The lesson isn’t just that influencer marketing works. It’s that identifying effective strategies early, scaling them aggressively, and evolving before advantages disappear creates sustained competitive positioning. That formula applies whether you’re selling sunglasses or any other product in crowded markets.

Originally published at https://www.businessfirstonline.co.uk on November 25, 2025.

Four friends in Spain started with $300 and a simple pitch: trendy sunglasses sold online at a fraction of what Ray-Ban charged. They launched Hawkers in 2013, targeting young consumers through social media before Instagram ads became expensive and saturated. The approach worked. Within three years, the scrappy startup was selling enough sunglasses to attract serious money.

Alejandro Betancourt López led a €50 million Series A funding round in October 2016-one of the largest startup financings in Spanish history at that time. One month later, the board appointed him president. He inherited a company with momentum and a proven concept. What he built next turned a promising startup into a retail powerhouse.

Hawkers now operates in more than 20 countries with over 60 physical stores and annual sales exceeding €100 million. The transformation offers lessons for investors evaluating crowded markets and entrepreneurs trying to scale beyond early traction.

Finding Value Where Others Saw Saturation

The eyewear industry looked anything but promising in 2016. Ray-Ban and Gucci owned the luxury segment. Mass retailers controlled the budget tier. Warby Parker had already proven the direct-to-consumer model could disrupt glasses. Dozens of copycats were flooding the market.

Alejandro Betancourt López saw an opportunity where others saw oversupply. Hawkers occupied a specific niche-fashionable sunglasses at accessible prices-and had demonstrated real traction. The founders understood their customers and could execute with limited resources. That combination justified the risk.

“There are 10,000 good ideas out there,” Betancourt López said. “But not all of them come to be a successful venture because there are many factors that make them successful. The most critical one is the people.”

The founding team had proven themselves. The company needed capital and operational expertise to maintain momentum, not a complete rebuild. For an investor with experience scaling international businesses, the pieces were already in place.

Timing mattered too. Hawkers had established brand recognition in Spain and begun expanding across Europe. The company was raising money at the right moment-after proving the concept but before hitting growth ceilings that plague many direct-to-consumer brands.

Building Infrastructure for Scale

Most startups that raise big funding rounds immediately pour money into customer acquisition. Alejandro Betancourt López did something different. His first priority was bringing manufacturing in-house-a decision that seemed counterintuitive when competitors were outsourcing everything.

The company established facilities in Spain, Italy, and China. Each location served a purpose. European production offered quality control and fast turnaround for new designs. Chinese manufacturing delivered cost advantages for high-volume orders. Geographic distribution reduced shipping times while providing flexibility to respond to regional demand patterns.

“Once I start something, I just don’t stop,” Betancourt López explained. “I try to see every single option that could turn negative and try to mitigate it beforehand. Even if the idea is great and you have the right people, it’ll always surprise you with things that are not expected.”

That philosophy shaped every operational decision. Supply chains were optimized to move inventory efficiently from factories to customers. Technology investments improved website performance and payment processing. Customer service systems are scaled to handle inquiries across multiple languages and time zones.

The infrastructure investment paid off. Many startups stumble during rapid growth because their systems can’t handle increased volume. Hawkers built the operational foundation before pushing hard on customer acquisition, preventing bottlenecks that would have slowed expansion.

Manufacturing control also protected margins. Direct-to-consumer brands promise to eliminate middlemen and pass savings to customers. That math only works if the brand captures the margin that would otherwise flow to manufacturers and distributors. Owning production turned what competitors treated as an expense into a competitive advantage.

Scaling What Already Worked

Hawkers’ early success came from social media marketing and influencer partnerships. The founders had figured out how to generate buzz without expensive advertising budgets. Many companies would have diversified their marketing mix after raising capital. Alejandro Betancourt López doubled down on what was already producing results.

The “free sunnies” campaign expanded dramatically. College students with modest social media followings received free products in exchange for authentic content. The strategy generated millions in earned media value before influencer marketing became saturated and expensive.

Geographic localization set Hawkers apart from competitors using cookie-cutter approaches. Soccer stars promoted the brand in Mexico, where football drives consumer culture. American college students became campus ambassadors. European fashion influencers positioned Hawkers as an accessible luxury alternative.

“That approach totally disrupted the market in the way we penetrated the market,” Betancourt López noted. “And I think that innovation has built a huge brand that is today Hawkers.”

The localized strategy worked because it matched product positioning to cultural context. Generic advertising campaigns rarely resonate deeply. Hawkers’ approach felt authentic because it emerged from each market’s actual culture rather than imposing a unified brand voice globally.

Marketing investments paid off in customer acquisition costs well below industry averages. While competitors struggled with expensive Facebook and Instagram ads, Hawkers built communities of genuine advocates. Those customers drove word-of-mouth referrals that compounded the initial investment.

Breaking the Digital-Only Playbook

By 2018, Alejandro Betancourt López made another move that contradicted conventional startup wisdom: opening physical stores for a digital-native brand. The prevailing advice suggested that online-only companies should avoid expensive real estate commitments. Customer acquisition costs on social platforms were rising, though, and physical locations offered advantages beyond simple transactions.

Hawkers opened more than 60 stores across multiple countries. The locations functioned as brand showcases, data collection points, and customer service hubs. Shoppers could try frames, receive personalized recommendations, and leave with products immediately-experiences impossible through pure e-commerce.

Store data-informed online operations in unexpected ways. Staff learned which questions customers asked most frequently, shaping website content and product descriptions. Try-on patterns revealed style preferences by region, optimizing inventory allocation. Geographic foot traffic guided decisions about additional locations.

The economics supported expansion. Customers who shopped both online and in stores demonstrated higher lifetime value than single-channel buyers. Return rates dropped when people could examine products before purchasing. Physical locations in high-traffic areas generated brand awareness without additional advertising spend.

Hawkers’ omnichannel approach positioned the company ahead of broader industry shifts. Deloitte’s 2025 Retail Outlook identifies “accelerating digital transformation/omnichannel capabilities” as a top priority for retail executives. What seemed contrarian in 2018 became standard practice by 2025.

The physical expansion revealed a crucial aspect of Hawkers’ sustainability. The company had built real infrastructure, owned its supply chain, and created genuine brand value beyond viral social media campaigns. That foundation distinguished Hawkers from competitors who relied solely on paid digital acquisition.

Maintaining Value During Downturns

Spain faced economic challenges in the late 2010s. Consumer spending tightened. Competitors increased promotional activity, pressuring Hawkers to discount aggressively to maintain market share.

Alejandro Betancourt López focused on value rather than price wars. The company introduced new product lines, improved quality, and enhanced customer service=. Sustainability initiatives-including sunglasses made from recovered ocean plastic-aligned with consumer values while differentiating Hawkers from purely price-driven competitors.

“We always have been conscious about sustainability, and we know that the market is shifting toward that direction,” Betancourt López said. “Everyone is getting more conscious and wanting to understand how the product they buy impacts their life, but also the world and environment as well.”

Strategic patience paid off. Brands that slashed prices to maintain short-term sales damaged their long-term positioning. Hawkers emerged from economic challenges with strengthened brand equity and customers who valued more than just low prices.

The journey from $300 startup to a global brand demonstrates what happens when capable founders meet strategic capital and operational expertise. Alejandro Betancourt López provided more than money-he built infrastructure, scaled proven strategies, and made contrarian decisions that positioned Hawkers for sustained growth across changing market conditions.

Originally published at https://www.europeanbusinessreview.com on November 21, 2025.

Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

Growing up in Caracas, Venezuela, I was raised in a family with a rich heritage that instilled in me an intense curiosity about business and entrepreneurship at an early age. This foundation led me to pursue my education in the United States at Suffolk University, where I completed a double major in Economics and Business Administration. That experience was transformative — it not only equipped me with analytical and strategic thinking skills but also fueled my passion for understanding global economic systems and the intricacies of business operations.

My career began in the energy sector, where I worked for a global petroleum producer and trader, specializing in the exploration, production, and trade of oil and its derivatives. This early exposure to the complexities of the energy market taught me invaluable lessons about navigating both technical and commercial challenges. Those formative years in the petroleum industry laid the groundwork for my entrepreneurial ventures, teaching me the importance of understanding operational details while maintaining strategic vision.

What truly drives me is the belief that business should be a catalyst for positive change, particularly in emerging markets. Having witnessed both the potential and challenges of developing economies firsthand, I’ve dedicated my career to identifying opportunities that can foster economic growth while creating sustainable value.

Can you share the most interesting story that happened to you since you started your career?

One of the most transformative experiences was my involvement with Hawkers. In 2016, when I invested 50 million euros and became president, it was a small startup with enormous potential but limited resources. Established luxury brands dominated the sunglasses market, and many thought it impossible for a new player to make a breakthrough.

What fascinated me was the opportunity to completely reimagine how fashion accessories could be marketed and distributed in the digital age. We leveraged social media and digital marketing in ways that traditional eyewear companies hadn’t explored. Starting with a small team, we grew Hawkers into a global brand with significant retail presence both online and offline.

The most interesting part wasn’t just the growth metrics — it was discovering how digital innovation could democratize the fashion industry. We made quality sunglasses accessible to a younger generation while building a brand that resonated culturally. This experience reinforced my conviction that, with the right vision, team, and execution, one can disrupt even the most established industries.

Can you please give us your favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life?

My business philosophy centers on a principle I often express: “The right people must execute great ideas to achieve their full potential.” This isn’t just a saying — it’s been the cornerstone of every successful venture I’ve been involved with.

When I was building teams across different sectors — from energy to fashion to finance — I learned that brilliant strategies on paper mean nothing without the right people to bring them to life. At Hawkers, for instance, we had an innovative digital marketing strategy, but it was the creative, passionate team we assembled that turned those ideas into a global phenomenon.

This principle has also guided my investment decisions. When evaluating opportunities like BDK Financial Group for emerging markets in Africa or Auro Travel in Spain, I look beyond business models to the people behind them. The human element — creativity, collaboration, leadership — is what transforms good ideas into great businesses.

Is there a particular book that made a significant impact on your leadership style? Can you share a story or an example of that?

While many business books have influenced my thinking, what has had the most impact on me is studying successful business transformations across different cultures and markets. My education at Suffolk University exposed me to diverse case studies of global business operations, which shaped my approach to international entrepreneurship.

The key learning was that a successful global business requires both universal principles and local adaptation. When we expanded Hawkers internationally, we consistently applied our core brand values while adapting our marketing and product offerings to resonate with local cultures. This balance between global vision and local execution has become a hallmark of my investment strategy, whether in African financial services or Spanish transportation startups.

What do you think makes your company stand out? Can you share a story?

What distinguishes my approach through the O’Hara Administration is our commitment to identifying and supporting ventures that have significant growth potential while addressing real market needs. We don’t just provide capital — we bring strategic vision, operational expertise, and a global network.

Take our investment in Banque de Dakar, for example. Rather than simply seeing a financial services opportunity, we recognized the potential to foster economic growth and financial inclusion in French-speaking Africa. This wasn’t just about returns — it was about building infrastructure that could enable entrepreneurship and economic development across an entire region.

Similarly, with Auro Travel in Spain, we saw beyond just another ride-sharing app. We identified an opportunity to innovate in transportation, creating employment opportunities and enhancing urban mobility. Each investment reflects our philosophy of combining profitability with positive impact.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

Innovation: My approach has always been to seek new ways to solve existing problems. At Hawkers, we didn’t try to compete with luxury brands on their terms. Instead, we innovated in distribution and marketing, using social media to build a community around affordable, stylish eyewear. This innovative thinking transformed a saturated market into an opportunity.

Adaptability: Moving from Venezuela to the United States for education, then working across multiple continents and industries, taught me the importance of adapting to different environments while maintaining core principles. Whether navigating the technical complexities of the energy sector or the fast-paced world of fashion, adaptability has been crucial.

Strategic Foresight: Success often comes from seeing opportunities before they become apparent. Investing in African financial services through BDK Financial Group reflected our belief in the continent’s economic potential before it became a mainstream investment theme. This ability to identify and act on emerging trends has been central to building successful ventures.

Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader?

One of the most challenging decisions was determining how to scale Hawkers while maintaining its innovative culture and brand authenticity. We faced a choice between rapid expansion through traditional retail partnerships, which offered immediate revenue growth, and maintaining our digital-first approach with a selective physical presence.

Many advisors pushed for the traditional retail route, arguing it was the proven path for fashion brands. However, our strength lies in our digital DNA and direct connection with customers. We chose to expand selectively, maintaining control over our brand experience while building our online presence globally.

This decision required saying no to lucrative opportunities and facing criticism from those who thought we were limiting our growth. But it preserved what made Hawkers special — our agility, innovation, and authentic connection with a younger generation. The success that followed validated this approach and reinforced my conviction in staying true to my core strengths, even when faced with pressure to conform.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. Most of our readers — in fact, most people — think they have a pretty good idea of what a C-Suite executive does. But in just a few words can you explain what a C-Level executive does that is different from the responsibilities of other leaders?

A C-Suite executive must orchestrate multiple complex systems while maintaining strategic clarity. Unlike other leaders who can focus on optimizing specific functions, we must see how decisions ripple across entire organizations and markets. It’s about balancing immediate operational needs with long-term vision, allocating resources across competing priorities, and most importantly, building the right teams and culture to execute on that vision. We’re responsible not just for what happens today, but for positioning the organization for opportunities that don’t yet exist.

What are the “myths” that you would like to dispel about being a C-Suite executive? Can you explain what you mean?

The biggest myth is that C-Suite success comes from having all the answers. In reality, it comes from asking the right questions and building teams that can find those answers. When I entered new sectors, such as fashion with Hawkers or finance with BDK, I didn’t pretend to be an expert in everything. Instead, I focused on understanding the fundamentals, identifying the right talent, and creating environments that fostered innovation.

Another myth is that C-Suite executives are removed from operational realities. The best strategic decisions come from understanding ground-level challenges. Whether it’s spending time with Hawkers’ digital marketing team or understanding the regulatory complexities facing Banque de Dakar, staying connected to operational details informs better strategic choices.

What are the most common leadership mistakes you have seen C-Suite leaders make when they start leading a new team? What can be done to avoid those errors?

The most common mistake is trying to impose a rigid playbook without understanding the unique context of each business. What works in one industry or market doesn’t necessarily translate to another. When I transitioned from the energy sector to fashion, I had to resist the temptation to apply oil industry practices to a creative, fast-moving consumer brand.

Another critical error is undervaluing existing talent and culture. New leaders often feel pressure to make immediate changes to demonstrate impact. However, I’ve learned that the most effective approach is first to understand what’s working, identify hidden strengths, and build upon them. At Hawkers, some of our best innovations have come from empowering the existing team rather than replacing it.

In your experience, which aspect of running a company tends to be most underestimated? Can you explain or give an example?

The power of fostering creativity and continuous learning within organizations is consistently underestimated. Many leaders focus on processes, metrics, and systems while overlooking the human element that drives innovation.

At Hawkers, our competitive advantage didn’t come from having the best sunglasses technology or the most significant marketing budget. It came from creating an environment where young, creative professionals could experiment with new ideas in digital marketing and social media. This culture of innovation and learning allowed us to outmaneuver established competitors with far greater resources.

What are your “Five Things You Need To Be A Highly Effective C-Suite Executive”? If you can, please share a story or an example for each.

1. Embrace Innovation as a Core Principle — Innovation isn’t just about technology; it’s about finding new ways to create value. When we identified the opportunity in African financial services, it wasn’t about applying Western banking models; it was about innovating to serve unique local needs. This mindset of constant innovation keeps organizations relevant and growing.
2. Build Bridges Across Industries and Cultures — My journey from Venezuelan energy markets to Spanish fashion and African finance has taught me that the best insights often come from the cross-pollination of ideas. The digital marketing expertise we developed at Hawkers informs our approach to customer engagement in financial services. This ability to connect diverse experiences creates unique competitive advantages.
3. Invest in Human Capital Above All — Great ideas require great people to execute them. Every successful venture I’ve been part of succeeded because we assembled the right team and gave them the freedom to excel. This means not just hiring talent but fostering environments where creativity, collaboration, and continuous learning can thrive.
4. Balance Strategic Vision with Operational Excellence — Understanding both the 30,000-foot view and ground-level details is crucial. My early career in petroleum trading taught me that strategic vision without operational understanding is merely a dream. Whether in fashion or finance, I ensure I understand the operational realities that will determine success or failure.
5. Create Value Beyond Financial Returns — Sustainable success stems from ventures that address genuine needs and create a positive impact. Our investment in Banque de Dakar isn’t just about financial returns but about enabling economic growth in emerging markets. This purpose-driven approach attracts better talent, builds stronger partnerships, and creates more resilient businesses.

In your opinion, what are a few ways that executives can help to create a fantastic work culture? Can you share a story or an example?

Culture is built through consistent actions, not just stated values. At Hawkers, we fostered a culture of innovation by celebrating creative risks, even when they didn’t always yield success. We instituted “innovation days” where team members could work on experimental projects, some of which became key marketing campaigns.

Transparency is another crucial element. Regular communication about challenges and opportunities makes employees partners in the journey. When facing difficult decisions about expansion strategy, we involved teams in the discussion, which not only led to better decisions but also to a more substantial commitment to execution.

Most importantly, recognize and develop talent at all levels. Some of Hawkers’ most successful initiatives came from junior team members who were given the opportunity and support to lead projects. Creating clear pathways for growth and celebrating diverse contributions builds loyalty and drives performance.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

I would champion a movement for “Entrepreneurship Without Borders” — creating ecosystems that connect emerging market entrepreneurs with global resources, mentorship, and markets. Having seen firsthand the incredible talent and ideas in developing regions, I believe the most significant barrier isn’t a lack of innovation but a lack of access.

This movement would go beyond traditional development aid to create sustainable business networks. Imagine connecting an innovative fintech entrepreneur in Senegal with mentors from Silicon Valley, investors from Europe, and partners from Asia, or helping a sustainable fashion designer in Venezuela access global supply chains and markets.

The goal would be to break down the barriers that keep great ideas trapped by geography or circumstance. By fostering these connections and providing practical support — from education to early-stage funding to market access — we could unlock enormous economic potential while creating a more equitable global economy. The entrepreneurial spirit exists everywhere; we just need to make the bridges to let it flourish.

How can our readers further follow you online?

I believe in the importance of sharing knowledge and connecting with fellow entrepreneurs and leaders worldwide. While I maintain a relatively private profile, I encourage readers interested in entrepreneurship, innovation, and emerging markets to engage with the ventures and initiatives in which I’m involved.

The best way to follow my work is through the companies and projects we support — from Hawkers’ continued innovation in fashion to BDK Financial Group’s efforts in African financial inclusion. These ventures represent not just investments but embodiments of the principles we’ve discussed: innovation, human capital, and creating value that extends beyond financial returns.

Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!

Originally published at https://medium.com on November 6, 2025.

Business schools teach students to evaluate opportunities through financial models, market analysis, and competitive positioning. Leopoldo Alejandro Betancourt López starts somewhere else entirely.

“There are 10,000 good ideas out there,” he observed during a recent discussion about investment strategy. “But not all of them come to be a successful venture, because there are many factors that make them successful. The most critical one is the people.”

This people-first philosophy has guided Betancourt López through investments ranging from a Spanish sunglasses manufacturer, Hawkers, to African banking ventures, generating returns that have built his estimated $2.6 billion net worth.

His approach challenges conventional wisdom about what drives business success, placing human capital ahead of business models, market timing, or technological advantages.

Hiring for intellectual superiority

The recruitment philosophy that Leopoldo Alejandro Betancourt López employs deliberately seeks individuals who surpass his own expertise in specific domains.

“When I hire people, I take a hard look at their experience. I want to know that they know more than me, that they’re better than me, that they have deeper knowledge than me in that industry,” he explained.

This intellectual humility distinguishes his leadership approach from executives who view superior knowledge as threatening rather than valuable.

His hiring decisions at Hawkers demonstrate this principle in action. Bringing Pedro Beneyto as CEO in 2022, with deep experience from eyewear chain Alain Afflelou, provided specialised retail expertise that complemented Betancourt López’s strategic vision.

Similarly, recruiting former Santander CEO Alfredo Sáenz as president of Banque de Dakar in March 2016 brought decades of banking experience to the African venture. Each appointment reflected a deliberate selection of leaders whose domain expertise exceeded his own.

“I’m a true believer in teams. I do believe that talent is the most important thing in a company, or in a corporation,” Leopoldo Alejandro Betancourt López stated.

This belief translates into compensation structures, organisational design, and governance frameworks that empower talented individuals rather than constraining them through excessive oversight.

Pushing teams beyond comfort zones

The management style that Leopoldo Alejandro Betancourt López practices combines respect for expertise with relentless demands for excellence. “I push people hard to bring me solutions for new problems.

When people tell me it’s very difficult, I tell them it’s not difficult; they’re just not trying hard enough,” he described. This approach creates productive tension between acknowledging team members’ superior knowledge while refusing to accept limitations they perceive.

His leadership methodology extends beyond standard business hours. “For me, there’s no wrong time for a call. There’s no wrong time to be on top of it,” Betancourt López noted.

This around-the-clock engagement signals to teams that extraordinary outcomes require extraordinary commitment.

Yet this intensity serves a purpose beyond mere activity; it creates organisational cultures where continuous improvement becomes habitual rather than exceptional.

The balance between autonomy and oversight reflects careful calibration. “I make my investment, I make sure the structure of command is in place, and I can go in and out as I please, but it’s a standalone investment.

It doesn’t need me, but it has my attention every time I can be there,” he explained about portfolio company management. This selective intervention allows talented teams to operate independently while knowing that support and scrutiny remain available when needed.

At Auro Travel, this management philosophy enabled the rapid accumulation of approximately 2,000 ride-sharing licenses before competitors recognised the opportunity.

The team’s ability to execute complex regulatory navigation stemmed from both their expertise and Betancourt López’s insistence on exploring every possible avenue for license acquisition.

“I push for a lot of out-of-the-box thinking and solutions that are not the traditional solutions for a problem,” he stated, describing how he encourages innovation within his organisations.

Leopoldo Alejandro Betancourt López acknowledges that his management intensity can challenge team members.

“I would drive you crazy, and I would focus on the task at hand, and I will not leave it alone, to make sure my team gets it right,” he admitted with characteristic directness.

Yet this demanding approach attracts high performers who thrive under pressure and appreciate clear expectations for excellence.

Intuition informed by excellence

The decision-making framework that Leopoldo Alejandro Betancourt López employs combines data analysis with intuitive judgment shaped by the quality of surrounding talent.

“Everything I do is based on intuition and information, based on the right information and the right people that surround you,” he explained.

This synthesis recognises that pure quantitative analysis cannot capture all variables affecting business outcomes, particularly those involving human creativity and adaptation.

His social and professional networks deliberately cultivate exposure to exceptional thinkers.

“If I go to the right places and I interact with the right people, I’m going to get good information and then my intuition is going to be more tuned up, and better,” Betancourt López noted. This conscious curation of influences ensures that gut feelings reflect collective wisdom rather than isolated hunches.

The emphasis on surrounding himself with superior talent extends to board composition and advisory relationships.

At Pacific Exploration & Production, where he served as director from 2015 to 2017, Betancourt López worked alongside industry veterans whose operational experience complemented his financial acumen.

These relationships provided insights that pure market data could never capture, an understanding of organisational dynamics, regulatory relationships, and technical challenges that influence success or failure.

“I like motivated people. I like talented people,” he stated simply, yet this preference drives complex organisational decisions. Performance evaluation systems, promotion criteria, and cultural values all reinforce the primacy of talent over other considerations.

When teams demonstrate exceptional capability, Leopoldo Alejandro Betancourt López responds with increased investment and expanded mandates rather than extracting value through cost reduction.

The talent-centric approach particularly matters during crisis periods.

When Hawkers faced Spain’s economic recession shortly after Betancourt López became president in 2016, the company’s ability to adapt quickly stemmed from having assembled individuals capable of reimagining business models under pressure.

Rather than implementing across-the-board cuts that might damage team quality, the company made strategic adjustments that preserved core talent while optimising operations.

His investment philosophy ultimately rests on a fundamental belief about value creation. While financial engineering and market timing contribute to returns, Leopoldo Alejandro Betancourt López views human capability as the primary driver of exceptional outcomes.

“You could have many great ideas, but the execution is what matters,” he emphasised. This execution depends entirely on the people transforming concepts into reality, making talent acquisition and development the highest-leverage activity for any organisation.

The talent equation that defines Betancourt López’s approach continues producing results across diverse industries and geographies, validating his conviction that investing in people generates superior returns to any other strategic focus.

By Blair Cannon with possible support from AI
Advertising feature with Alejandro Betancourt López

Originally published at https://www.bedfordindependent.co.uk on October 23, 2025.

From $300 to $100 Million: How Alejandro Betancourt Transformed Hawkers Into a Global Empire — Daily Business

The eyewear company’s 2025 product launches tell a story of calculated brand evolution. Collaborations with motorsport athletes Luca Marini and Pierre Gasly reflect a shift from purely influencer-driven marketing to partnerships that emphasize performance and precision. These collections join Hawkers’ expanding portfolio that now includes prescription eyewear, sports-specific designs, and ocean plastic sunglasses-each category carefully chosen to capture distinct market segments while maintaining the brand’s accessible luxury positioning.

From Digital Pioneer to Omnichannel Operator

Manufacturing represents another critical evolution. Rather than relying solely on third-party suppliers, Betancourt established production facilities in Elche, Spain, alongside existing operations in Italy and China. This vertical integration allows Hawkers to control quality while responding quickly to market demands-essential capabilities for competing against established luxury brands with decades-old supply chains.

The appointment of Pedro Beneyto as CEO in 2022, bringing experience from eyewear chain Alain Afflelou, signaled serious intent about physical retail expansion. Under this leadership structure, with Alejandro Betancourt as president focusing on strategy and Beneyto executing operational expansion, Hawkers has accelerated its franchise program while maintaining the direct-to-consumer model that originally disrupted the industry.

Manufacturing Innovation Meets Sustainability Imperatives

“In Hawkers, for example, we do programs for eyewear and solutions for access to eyewear for people that have no access to it,” Betancourt stated about the company’s broader social mission. This commitment extends beyond product development to encompass manufacturing processes that minimize environmental impact while maintaining the quality standards consumers expect from a premium brand.

Geographic diversification of production serves multiple strategic purposes. Chinese facilities provide cost-effective manufacturing for high-volume models, Italian workshops contribute artisanal expertise for premium collections, and the Spanish factory in Elche enables rapid prototyping and “Made in Spain” branding that resonates with European consumers. Each facility specializes in specific product categories, optimizing efficiency while reducing transportation costs and carbon footprint.

The franchise model introduced under Betancourt’s leadership offers another pathway for sustainable growth. Rather than bearing the full capital expense of retail expansion, Hawkers partners with local operators who understand regional preferences and can adapt merchandising strategies accordingly. This approach has proven particularly effective in secondary markets where brand awareness exists but direct investment might not generate sufficient returns.

Pedro Beneyto’s vision for prescription eyewear expansion leverages this distributed model: “One of our objectives is to expand our eyewear offering to prescription eyeglasses, a sector with which I am very familiar, either through franchises or through our own network of opticians,” he explained in October 2022. This strategic direction positions Hawkers to capture a larger share of the €75 billion global eyewear market while maintaining capital efficiency.

Strategic Partnerships Driving International Expansion

Mexico’s success story illustrates the localization strategy at work. Rather than importing European marketing campaigns wholesale, Hawkers partnered with regional celebrities and athletes who resonate with local consumers. Soccer partnerships proved particularly effective in Latin America, where the sport commands passionate followership across demographic segments. These collaborations extend beyond simple endorsements to include limited-edition designs that celebrate local culture while maintaining Hawkers’ distinctive aesthetic.

The company’s presence in over 80 countries through its digital platform provides valuable data for physical expansion decisions. Web traffic patterns, conversion rates, and customer service inquiries reveal which markets demonstrate sufficient demand to justify retail investment. This data-driven approach minimizes the risk inherent in international expansion while accelerating time to profitability in new regions.

Technology infrastructure supporting this global growth represents significant investment under Alejandro Betancourt’s leadership. Multi-currency payment processing, localized customer service in multiple languages, and region-specific inventory management systems enable Hawkers to operate seamlessly across borders. The company’s ability to fulfill orders from the nearest distribution center reduces shipping costs and delivery times-critical factors for customer satisfaction in the competitive eyewear market.

Originally published at https://dailybusinessgroup.co.uk on October 9, 2025.