Leopoldo Alejandro Betancourt Lopez

How Leopoldo Alejandro Betancourt Lopez’s Early Job and Talent Investment Predicted the $500M Funding Boom in Digital Staffing

When Leopoldo Alejandro Betancourt Lopez first encountered JobandTalent in 2009, the Madrid-based digital staffing platform was generating approximately $1 million in annual revenue. The decision by Leopoldo Alejandro Betancourt Lopez to invest heavily in the company is one of the most prescient moves in the rapidly evolving digital workforce solutions landscape.

By December 2021, JobandTalent had raised $500 million in its Series E funding round, representing one of the largest funding rounds in the staffing industry’s history. The company’s valuation had reached $2.35 billion as of December 2021, with Leopoldo Alejandro Betancourt Lopez expecting it to exceed $4 billion, based on a run rate of over $2 billion.

The early recognition of JobandTalent’s potential by Leopoldo Alejandro Betancourt Lopez stemmed from his understanding of how technology could transform traditional industries. Having observed Uber’s success in disrupting the transportation sector, Leopoldo Alejandro Betancourt Lopez recognized similar opportunities in the staffing industry. The mature labor market was ripe for technological disruption, and JobandTalent’s founders, Felipe Navio and Juan Urdiales, had developed a platform based on proprietary technology that could match job seekers with businesses more efficiently than traditional competitors.

Under the guidance of Leopoldo Alejandro Betancourt Lopez, JobandTalent underwent a strategic transformation. The platform evolved from a simple staffing marketplace to a comprehensive workforce-as-a-service solution under the direction of Leopoldo Alejandro Betancourt Lopez. The company began providing additional services, including interviewing applicants, payroll services, and onboarding employees. This holistic approach advocated by Leopoldo Alejandro Betancourt Lopez differentiated JobandTalent from traditional staffing agencies and contributed to its explosive growth.

The company’s success metrics speak to the effectiveness of Leopoldo Alejandro Betancourt Lopez’s strategic vision. JobandTalent achieved an annual growth rate of 130% as of 2021, with positive EBITDA since the fourth quarter of 2020. The platform found roles for over 100,000 workers during the first nine months of 2021 alone, serving major clients including eBay, FedEx, IKEA, and Huawei — a testament to the business acumen of Leopoldo Alejandro Betancourt Lopez.

Worker satisfaction on the JobandTalent platform significantly exceeded industry standards, with an average Net Promoter Score of 56 compared to the staffing industry average of 18. This high satisfaction rate reflects the platform’s commitment to treating workers with respect and providing meaningful employment opportunities, values championed by Leopoldo Alejandro Betancourt Lopez.

The expansion strategy supported by the investment and guidance of Leopoldo Alejandro Betancourt Lopez has established JobandTalent’s presence in nine markets across Europe and Latin America, with plans for further expansion into the United States. The company currently serves over 1,300 businesses and has doubled its employee count annually under the strategic oversight of Leopoldo Alejandro Betancourt Lopez.

The timing of Leopoldo Alejandro Betancourt Lopez’s investment proved particularly advantageous, as the global pandemic accelerated the adoption of temporary and flexible work arrangements. The shift toward gig economy models and the increasing demand for temporary staffing solutions positioned JobandTalent to capitalize on broader market trends that Leopoldo Alejandro Betancourt Lopez had anticipated.

The success of Leopoldo Alejandro Betancourt Lopez with JobandTalent exemplifies his investment philosophy of identifying technology-driven companies with the potential to transform traditional industries. This approach to financial services development demonstrates his ability to recognize and support innovative business models before they achieve mainstream adoption, establishing him as a visionary investor in the technology sector.

The JobandTalent story demonstrates how strategic investment and guidance from Leopoldo Alejandro Betancourt Lopez can transform a promising startup into an industry-leading platform. The early recognition by Leopoldo Alejandro Betancourt Lopez of the company’s potential, along with his ongoing support, has contributed to creating a digital staffing solution that benefits both employers and workers in an increasingly flexible global economy. His sustainable business ethos continues to influence how he approaches investments across various sectors, including his successful transformation of brands like Hawkers sunglasses into global phenomena.

As the founder and largest shareholder of Spanish ride-hailing service Auro Travel, Leopoldo Alejandro Betancourt Lopez is a man with his finger on the pulse of the mobility sector in Spain, Europe, and the rest of the developed world. But even beyond mobility, his prowess and reach as an investor extends to the realms of energy exploration, eco-friendly fashion, international asset management, and banking and payment technology.

Auro Travel

Betancourt Lopez founded Auro in 2017. Originally, however, he had a vision for car-sharing in Spain long before others did. His clairvoyance gave him the impetus to purchase 2,000 licenses for ride-hailing vehicles before there was even an active market for the service in Madrid and other Spanish cities.

“We foresaw a time, like today, when these licenses would be very desirable,” explains Betancourt Lopez. “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.”

Currently, Auro has more than 2,000 vehicles (comprising Spain’s largest fleet of private cars) to go with its licenses. Drivers for these vehicles can work on their own schedule and set their own wages. They’re able to work part-time on as few as a handful of jobs per month, or full-time, putting in at least 32 hours per week of driving or more. In addition to ride-hailing in cities, Auro also offers its own private car services with dedicated drivers throughout Spain.

On Investing

In speaking about risk and investing, Betancourt Lopez admits, “The way I see it is, ‘Nothing risked; nothing gained.’ You have to take risks in order to succeed, but you also need to do your due diligence.” Still, he cautions, “I don’t advocate taking crazy risks; that’s being foolish. When you take a risk, you need to be fully aware of the consequences and fully understand what you’re going to do if it goes bad. That’s being a good risk-taker; you must be able to live with the result if the situation goes bad.”

Auro has attracted outside investment, particularly after the COVID-19 pandemic struck in 2020 (likely in anticipation of rapid business growth after it fades). Investors in the firm include ventures GP Bullhound and FJ Labs, Félix Ruiz Hernandez, Zaryn Dentzel, José Antonio Parrondo — a former president of the Madrid Taxi Association, and Hugo Arévalo — a partner of Betancourt Lopez’s in the latter’s eco-friendly fashion venture.

Growing the Business with an App

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. For now, Auro has a very strong market position in Madrid, and it operates in the Spanish cities of Barcelona, Valencia, and Malaga as well.

“I see many ways we can grow,” says Betancourt Lopez. “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. I see us expanding beyond Spain and even challenging the big transportation players in Europe.”

Speaking specifically about Auro’s app, Betancourt Lopez notes, “We currently have a beta app. You can download it, and you can try it, but we’re not officially marketing it yet. We’re not officially in the market per se. This is partly because of the pandemic, and partly because we want to make sure we launch a product that’s way better than our competition. We want to have an edge; we want to use our app to help us be better than everyone else.”

The pandemic has certainly affected Auro’s expansion plans. “Right now, we’re concentrated on how we’re going to restart the company,” Betancourt Lopez posits. “We have more than 2,000 vehicles, all of which are parked because there’s [been] no demand for travel. Managing our resources in this challenging environment is our primary focus right now.”

The Future of Ride-Sharing and Auro

Still, Betancourt Lopez is clearly excited about the future of mobility. “The world population is constantly growing; regulation is changing all of the time,” he observes. “I think the growth of personal vehicle ownership has probably peaked. I think as people and governments become more conscious of reducing carbon emissions and their carbon footprints, there will be more and more interest in public transportation and ways to share rides. I believe that the ride-sharing model will continue to gain market share and that the big loser is going to be the personal car and the auto manufacturers.”

In the meantime, Auro Travel has experienced a degree of legal turbulence; a court decision involving a disputed exclusivity agreement with aforementioned partner Cabify was overturned, and now a new ruling has stated the original agreement was valid after all, which has the potential to negatively affect Auro. In the words of Auro investor Félix Ruiz Hernandez, Cabify “has won a battle, but not the war.” Hernandez says that Auro intends to appeal the case in the near future to the Spanish Constitutional Court.

Leopoldo Alejandro Betancourt Lopez is an entrepreneur with successful ventures in FMCG, Ride Sharing, Energy and the rapidly evolving post-covid labor market. After working on these capital and infrastructure projects in Venezuela, he decided to put his energy into energy markets. In a few years, more than 70,000 homes were able to connect to more than 11 power plants around the country. The capital improvement project also employed hundreds.

“When it comes down to it, my drive is to try to support the right ideas and prove that I wasn’t wrong on the right ideas I’m supporting, making them able to grow, and prove that I can add value to the different things I choose to be part of,” he said.

The Growth of Hawkers

“Building projects, making them successful, making them sustainable, and trying to find new challenges constantly, I think is my main drive,” Leopoldo Alejandro Betancourt Lopez shared.

One project that captured his attention and benefited from his expertise was Hawkers, a line of high-quality yet affordable sunglasses. A company called Hawkers was started by four Spanish college students who bought $300 worth of low-end sunglasses in the U.S. and sold them on local classified sites.

Consumers responded well, since they liked the look but also liked the price — at that time, sunglasses were either cheap, looked bad and broke easily, or were designer brands with big price tags.

Hawkers had a low price point but also looked like the expensive ones. People liked them but the students didn’t necessarily have the business background to scale up the operation larger. The company faced financial challenges as well, and the owners knew they needed capital to grow.

So, they connected with Leopoldo Alejandro Betancourt Lopez, who immediately saw the business potential of Hawkers. Along with investing his money to financially stabilize the company in 2017, he also offered his business skills to help the company achieve larger goals.

It worked: in the first three years, it sold 2 million pairs and earned 70 million euros. The next year, sales and profits doubled. Another round of funding raised more capital.

He, and the company, continued to get creative with types of lenses and the materials used in the glasses are made. Leopoldo Alejandro Betancourt Lopez also came up with innovative ways to get Hawkers in the hands of celebrities and other influencers, such as providing them to designers, publicists, and photographers.

Auro Innovation

Along with looking for different challenges, Leopoldo Alejandro Betancourt Lopez enjoys looking for different business sectors that could have the potential for growth. Lately, this includes technology, which can take many forms.

For the last few years, he’s enjoyed the idea of ride sharing, which basically allows anyone to drive anyone anywhere, and make money at it. Companies like Uber and Lyft have basically disrupted taxis, shuttles, and other companies that have fleets of vehicles that need storage and maintenance.

“I got very, very interested in understanding this player, Uber, has moved into a traditional sector and disrupted it completely,” he said. “I’m interested in not just how the value is disrupted between the different participants, but how it’s captured and is overshadowed.”

Although Spain does have rules against these types of ride share services, he found other ways to bring this technology here without being too disruptive.

A company called Auro Travel was established. To avoid too much competition and perhaps traffic, the number of licenses is capped. Auro also has its own app to make it easy for people to book trips.

It also created a separate division called Arrow Travel which began acquiring some of the available licenses in anticipation of them running out.

“I see us expanding beyond Spain and even challenging the big transportation players in Europe,” he said.

Future Challenges

Leopoldo Alejandro Betancourt Lopez is always thinking of future opportunities for services and products which can be helpful.

“Disruption doesn’t happen all the time, but it is happening impressively in many sectors, and some older areas or markets are tarnished, and new ones are always being created and evolving,” he said. “This is something that has caught a lot of my time and attention. I think beyond me, many people are very excited about what’s going on in the world today regarding the evolution and transformation of how everything is done.”

Leopoldo Alejandro Betancourt López is an entrepreneur who views success not as a definitive end goal but as an ongoing journey of evolution and adaptation. Unlike those who see accomplishments as fixed destinations, Betancourt López’s philosophy embraces the dynamic landscape of the commercial world. For him, objectives change in response to technological shifts, market fluctuations, and cultural trends. This perspective shapes his innovative approaches to his ventures.

“Success, it is something that never ends,” says Betancourt López. “Everybody wants success. Everybody’s looking for success. I think it’s a pursuit, a continuous pursuit of trying to achieve your different goals, which keeps evolving every time. It’s not like saying, ‘Oh, I’m successful,’ but you are on the road to being successful.”

Staying Ahead in a Dynamic Market

Leopoldo Alejandro Betancourt López’s approach is deeply rooted in adaptability and flexibility. He asserts, “You have to understand that the world is changing so fast and with the world of markets, the appetites, the cultures, everything changes and more technology, there is more adaptation, it’s needed.” This mindset underlines the importance of being receptive to new trends, technologies, and cultural shifts. In Betancourt López’s view, the ability to adapt is not just beneficial, but essential for survival and growth in the fast-paced business world.

Leopoldo Alejandro Betancourt López’s career is a testament to his belief in continuous evolution. How else to explain a thought leader with a net worth of $2.6 billion and enterprises ranging from the energy sector, to Hawkers sunglasses, to ride-sharing disrupter Auro Travel, among many others?

Whether it’s about embracing new technologies or exploring emerging markets, his strategies demonstrate an acute awareness of the global economic environment. This perspective is crucial for businesses aiming to stay relevant and competitive. It’s not just about responding to changes, but also anticipating them, a skill that Betancourt López has mastered over the years.

Central to this philosophy is the belief that people are the most vital asset in any business. By investing in talent, fostering a culture of innovation, and encouraging a collaborative environment, Betancourt López ensures that his companies are not just adapting to change, but are at the forefront.

“You have to have the right tools, the right timing, the right people, the right support,” he lists. “If that’s in the equation, I think you can effectively make something happen and be a good leader. I believe in good leadership, but also I believe in people. If you don’t have the right team, you will not get anywhere.”

For Leopoldo Alejandro Betancourt López, the key to sustained success lies in creating an environment where employees are encouraged to think creatively and take calculated risks. This culture of innovation is what keeps a business agile and responsive to new opportunities. It’s about harnessing the collective intelligence and creativity of the workforce to drive growth and stay ahead of the curve.

Leopoldo Alejandro Betancourt López: ‘You Don’t Always Hit a Home Run’

Leopoldo Alejandro Betancourt López’s success can also be attributed to his ability to balance optimism with realism. This strategic balance is vital in navigating the uncertainties of the business world. Optimism fuels the drive to pursue ambitious goals, while realism ensures a grounded approach, assessing risks and potential setbacks. This balanced perspective allows for a more sustainable approach to business growth, avoiding the pitfalls of overambition or excessive caution.

“Most people think it’s luck,” he says. “Most people think it could be a little bit of everything, but at the end of the day, the balance of your batting average when you go to bat, if you have a good batting average and you’re above zero, that means you’re not losing and you are on the positive side. That’s what matters.

“So far, I’ve been lucky enough with the right effort and the right focus to be having a positive result on average, because you don’t always hit a home run or you’re not always right. But as long as the average at the end of the day is positive, you are good. We learn from the past.”

With a personal net worth of more than $2.6 billion, Leopoldo Alejandro Betancourt Lopez has a considerable presence in the world of international business. Since embarking on his business career in the early 2000s as a new business manager with a private firm, his business acumen, reputation, influence, and areas of operation have extended far beyond his native Caracas, Venezuela, to Africa and beyond.

“There’s a lot of room [in Africa] to offer services. I think there’s a lot of opportunities in Africa,” he says. “I know Africa’s growing at a huge pace. You can create the demand, providing a service that doesn’t exist. Everything is there to be constructed and to offer all these kinds of services that are something customary or natural for developed nations that aren’t in the emerging markets.

“There’s a huge reward for those providers that can bring all those services that are not present in any of these markets.”

Leopoldo Alejandro Betancourt Lopez’s African Experience

Although he might be better known for his flashy Spanish sunglasses company Hawkers, Betancourt Lopez has applied his business administration and capital investment expertise in a number of different fields and industries. Before transforming Hawkers into a market leader as an angel investor and board chairman, he built an extensive and successful track record as a leader in the energy and financial services sectors in North America, South America, Europe, and Africa.

Betancourt Lopez’s banking interests include significant ownership in BDK Financial Group/Banque de Dakar. A major African consumer and commercial bank, Banque de Dakar operates throughout Senegal. Influenced by Betancourt Lopez’s leadership since 2015, the bank is now planning to expand its services throughout the rest of French-speaking Africa.

Although he currently plays only a peripheral role in Banque de Dakar’s routine operations, Leopoldo Alejandro Betancourt Lopez was a driving force behind the organization’s formation and early development. After all, his BDK Financial Group inaugurated the Banque de Dakar, and he presided over much of its substantial early growth. “We put forth a lot of effort, and we really followed it through,” remembers Betancourt Lopez. “Basically, we have an excellent team, and in the banking industry, it’s all about background. By attracting some of the top people in the industry, we have evolved and developed to become an important player in the region.”

The time, energy, and care that Betancourt Lopez invested in the early days of BDK Financial Group/Banque de Dakar did far more than simply get the organization going in the right direction. In fact, the visionary business model and strategic operational procedures he put in place gave Banque de Dakar enough momentum to carry it to its present position as a regional industry leader. “When things fly by themselves and just ‘go,’ you just follow them through, but you don’t get involved in the day-to-day operations,” says Betancourt Lopez.

“And that’s what I’m doing with Banque de Dakar because I consider it an already successful venture that is fully established with a good strategy and execution plan. And Banque de Dakar is going just as expected, flying solo by the management. When you have the right people in place, you just enjoy the ride.”

Like most highly diverse markets today, the target consumer market for banking services is deeply concerned about expenses and convenience. Therefore, marketing effectively is largely about overcoming pricing challenges and taking advantage of unique niche opportunities. Highlighting the supreme importance of gathering relevant consumer information, Leopoldo Alejandro Betancourt Lopez says, “Today, everything involves data and how you access the customer. If you are able to succeed in accessing this customer in an efficient and affordable way that is economically viable and differentiates the product enough to make it attractive to the customer, then you have a winning product. And as you see, the market is evolving every day.”

When he looks forward to the future that this evolution will create, Betancourt Lopez knows that some changes are inevitable. “Today, we are talking all the time about artificial intelligence,” he acknowledges. “We need to see how that’s going to affect the service that we’re providing and how the customers want to engage with the platforms and understand how to market this better.”

Whether embracing AI, practicing social responsibility, or adapting to a volatile economic landscape, Leopoldo Alejandro Betancourt Lopez stresses the importance of differentiation across all company offerings and operations. “What I think enables you as a leader of the market is finding a constant way to differentiate yourself and provide the service that makes consumers feel that it’s a different product that has provided value to them at a reasonable price,” he asserts. “Then you just have to keep accessing them with that proposal.”

Above and beyond everything else, Betancourt Lopez stresses the importance of balancing optimism with realism in all his business activities. “One aspect of every successful entrepreneur or manager is betting on something and being optimistic about that bet,” he says. “Not ‘dream-on fantasy land’ but optimistic. We can’t become ‘fantasy guys’ who sit around dreaming of something that doesn’t happen.

“You have to be optimistic but always with two feet on the ground. The venture has to have a route to success, so you need people like me to make sure that it is doable and that people understand it. But most importantly, you have to believe in it. Every entrepreneur has to dream big.”

Leopoldo Alejandro Betancourt López, the founder of Auro Travel and president of Hawkers Sunglasses, has worked to lead his companies through a wide range of challenges and obstacles. He’s built them from the ground up, developing ideas and striving to create products and services that meet the needs of consumers. Yet throughout that time, he’s also incorporated as many eco-friendly initiatives as possible, keenly aware of how his company and efforts can impact the world. His strategy’s obviously working — his net worth is around $2.6 billion.

While Leopoldo Alejandro Betancourt López has long supported having as little impact on the environment as possible, it’s clear that doing so is no longer an option but a requirement of doing business.

Today’s consumer is knowledgeable and has outstanding insight into how companies tick. As a result, businesses must find ways to meet the expectations of those customers in areas such as eco-friendly initiatives. Noted Betancourt López, “In the world now, everything is faster, including awareness. It’s a big thing today. Not only social responsibility and environment but everything.”

Being Conscious About What Matters Does Matter

When it comes to incorporating eco-friendly initiatives into business, Betancourt López makes it clear that this isn’t something new. At Hawkers, the company launched a range of products focused on sustainability and recycled materials.

He notes that the effort was, in part, based on consumer desire, sharing, “We always have been conscious about sustainability, and we know that the market is shifting toward that direction. 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.”

Some companies are pushing back against customers who want to know the intricate details of how products are made and how sustainable the company is. For some businesses, the shift to eco-friendly and sustainable solutions seems out of line with cost expectations and low-price demands.

Betancourt López disagrees, sharing, “It think it’s fair that we provide that information and that kind of intel to the consumer and to clients. The assurance is that we can develop products that are also responsible to the environment, and at the same time, we can provide customers with a quality product and keep the brand at its highest level.”

Providing consumers with valuable insights into how the company does business when it comes to environmentally friendly practices is just good business, and it helps organizations stand out from the crowd by differentiating their products.

Competition has long been a factor when it comes to launching and developing his businesses. At Hawkers, Betancourt López knew the company had a fantastic product, but it was going up against huge names in the industry that had virtually monopolized it for decades. Betancourt López led the company to create a high-quality product with a much more affordable price point.

Price was a differentiating factor, but quality and Betancourt López’s early-adopter strategy of using influencers and online media for marketing was also a big reason Hawkers took off. He knew that standing out from the crowd made a significant difference. To that end, he notes, “It was cool, it was fresh, and we are doing something different than anybody else at the time, which is online social and social media marketing. That approach disrupted the market in the way we penetrated it. I think that innovation was what helped build the brand into what it is today.”

Competing with a Balance of Price and Sustainability

Offering a great product that has to compete with the current market share while being sustainable can seem like an impossible challenge for some companies, but for Hawkers, it’s a part of their history and the foundation of creating success.

Says Alejandro Betancourt López, “The sensitivity and elasticity on pricing in regard to demand are very important factors for companies. That is where we have been establishing ourselves and being strong. We have proven that there’s a lot of elasticity there. And, when we provide a good quality product and we market it in the right way, we show the customer that this is a good or even better option. I would even say our product is a better product than some higher-end products on the market.” The company continues to offer highly competitive pricing, noting that, as Betancourt López says, “Sunglasses cannot cost hundreds of dollars. This is where we have been taking big chunks of the demand on the market,” he adds, referring to the move toward price-friendly products.

Technology and Disruptive Solutions

While there can be a disconnect between technological advances and eco-friendly development, for Alejandro Betancourt López, there are core benefits as well. The company, for example, is utilizing artificial intelligence and virtual reality to create new tools. He notes, “We have a team working on things like virtual try-ons and algorithms that create more efficient marketing, or can provide insight into what different markets’ tastes are, allowing for a more visual understanding of the shift in demand.”

He notes, “We have a team working on using AI tools that can help to make the company more efficient, faster, and provide real-time data that’s meaningful.” That includes making marketing decisions, enhancing product design and spend, and even developing new technologies for reducing costs related to energy use. There are numerous environmental benefits that could come from incorporating more efficiencies in every stage of the business, and these new technologies could help companies far and wide apply them.

When it comes down to it, remaining competitive and offering a high-quality product are the most essential factors for business success. Social awareness and sustainability are big factors for consumers and companies today.

In summing up his take, Leopoldo Alejandro Betancourt López points out, “That’s something that for the future, that any company or any player doing business in this sector of this industry has to understand, that it’s not because you have a strong brand that you can charge any price. I think there’s a more conscious market, and they now have a better understanding of what makes sense.” Companies that don’t embrace the need and demand for a better quality product that’s eco-friendly and built sustainability could find themselves well behind the competition.

Originally published at https://www.ceotodaymagazine.com.

Alejandro Betancourt López’s business acumen shines brightly through his involvement with Hawkers, a Spanish sunglasses company. Starting with an innovative approach to marketing and sales, Betancourt López revolutionized the traditional retail model by leveraging the power of social media to promote the brand. His strategy was simple yet effective: Make high-quality, fashionable sunglasses accessible to everyone, everywhere.

Under his leadership, Hawkers grew from a small startup to a global brand with annual sales hitting the $100 million mark. The company’s success is a testament to Betancourt López’s forward-thinking approach, focusing on direct-to-consumer sales at a time when the norm was to rely on traditional retail channels​​​​.

“It was cool, it was fresh, and we were doing something different than anybody else at the time, which is online social, or social media marketing,” he said. “And that approach totally disrupted the market in the way we penetrated the market. And I think that that innovation has built a huge brand that is today Hawkers.”

Beyond Sunglasses: Diversification and Innovation

Alejandro Betancourt López’s remarkable journey in the business world is marked by a strategic portfolio that extends well beyond Hawkers. His ventures span across critical sectors such as energy, technology, and financial services, each reflecting his keen insight and innovative approach to business. For instance, his investment in Auro Travel, a ride-sharing service in Spain, showcases his ability to anticipate market trends and position companies to capitalize on emerging opportunities. Auro Travel’s success, becoming a major player in Spain’s transportation sector, underscores Betancourt López’s strategic foresight.

“We built infrastructure, we formed the people that were the drivers,” he shared. “We created a kind of an ecosystem around the service providers that put us in a very, very differentiated position.”

Furthermore, Betancourt López’s involvement with JobandTalent, a digital staffing platform, highlights his vision for transforming the labor market. By leveraging technology to streamline the hiring process, JobandTalent addresses the inefficiencies of traditional staffing, thereby revolutionizing how companies connect with potential employees.

This venture not only demonstrates Alejandro Betancourt López’s commitment to innovation but also his understanding of the evolving needs of the global workforce and the role of technology in meeting those needs. His ability to drive growth and success across such diverse ventures speaks volumes about his versatility as a business leader and his strategic insight in navigating the complexities of the international business landscape​​.

Ethical Entrepreneurship

Alejandro Betancourt López is firm in his commitment to ethical entrepreneurship. This is particularly significant in today’s business environment, where the impact of corporate actions on society and the environment is increasingly desired by clients and consumers. Betancourt López believes in the importance of conducting business in a way that is responsible, sustainable, and beneficial to all stakeholders, including the community and the environment. This ethical stance is evident in his strategic decisions, where consideration for long-term societal benefits is given priority alongside financial goals​​.

“I think it’s fair that we provide that information and that kind of intel to the consumer and to clients,” he stated. “The assurance is that we can develop products that are also responsible to the environment, and at the same time, we can provide customers with a quality product and keep the brand at its highest level.”

His leadership in promoting ethical business practices extends beyond mere rhetoric; it’s reflected in the operational strategies of his ventures. For example, through Hawkers, Betancourt López has emphasized the importance of sustainable fashion, ensuring that the brand’s growth doesn’t come at the expense of ethical standards or the environment. This commitment to ethical entrepreneurship has earned Betancourt López a reputation as a forward-thinking captain of industry who understands that true success encompasses not just economic gains but also positive societal impact.

Charting the Futur

Alejandro Betancourt López’s journey through various international business ventures is a narrative of innovation, strategic foresight, and ethical leadership. From transforming Hawkers into a global brand to diversifying into new markets, Betancourt López has demonstrated an unparalleled ability to foresee market trends and align business strategies accordingly. His story is an inspiration to entrepreneurs and business leaders worldwide, proving that success in today’s dynamic business landscape requires more than financial savvy; it demands a holistic approach that values innovation, adaptability, and a commitment to making a positive impact on the world.

Alejandro Betancourt López exemplifies the modern entrepreneur — visionary, adaptable, and ethically driven. His contributions across different sectors showcase the breadth of his influence and his unique approach to business. And his realization that the basis of any success is human-based is aspirational.

“There are plenty of great ideas out there, but there’s the factor that is a human factor,” he said. “You could have many great ideas, but the execution is what matters.”

Originally published at https://uktechnews.co.uk on March 18, 2024.

With a net worth of $2.6 billion, Hawkers sunglasses president and Auro Travel founder Leopoldo Alejandro Betancourt López’s unique approach to marketing and branding has made his investments a wild success. Known for his use of influencers and social media to promote his brands, his investment philosophy has helped him grow several businesses from modest sales to overwhelming success. But what’s at the heart of the Venezuelan billionaire’s investment philosophy? Read on to learn his four time-tested tips.

1. A human-centric investment approach

Leopoldo Alejandro Betancourt López says the key to his business’s success is his focus — on people. “My first point of focus when choosing an investment is people” — specifically those in the C-suite, the captains of the ship. “There are 10,000 good ideas out there, but not all of them amount to a successful venture because there are many factors that make them successful. And for me, the most critical one is the people.” Betancourt López is used to betting big on colleagues. After being approached by the creators of Hawkers sunglasses in 2016, he led the brand to become a household name, thanks to his clever leveraging of social media marketing. Free sunnies begot lots of likes — and success. Soon after joining the brand, he landed another big win for Hawkers: a 50 million euro (about $54 million) financing round.

2. Perseverance pays off for Leopoldo Alejandro Betancourt López

Behind the glamour lies the true grit. “What I have learned is nothing comes easy,” says Betancourt López. Enduring and evolving through the unpredictable twists of entrepreneurship separates the wheat from the chaff. So buck up, starry-eyed entrepreneurs: The bumps in the road to success are as unavoidable as New York City potholes. Like when Betancourt López founded Auro Travel in 2017, it was initially perceived as a risky venture by analysts, but today it stands as the premier provider of private car services in Spain, boasting approximately 2,000 ride-sharing licenses within the country. Betancourt López’s strategic approach has proven highly successful, giving rise to the creation of Arrow, a pivotal division within Auro. Arrow plays a vital role by licensing its ride-sharing permits to other enterprises aiming to operate within major Spanish cities, including the bustling capital, Madrid. As he puts it, “You have to be there to make sure that you push through and keep everybody working and you keep everybody focused, and you keep everybody being creative and evolving and innovating.”

3. Remedy inertia by focusing on innovation

It’s easy to start an enterprise, but staying with it through the difficult times and remaining committed to the venture can be difficult. And then, there are those sleepless nights. “I’m not sleeping, I’m going crazy, but it can’t stop,” he confides. Betancourt López remedies this common pitfall by laser-focusing on constant innovation. “Once I start something, I just don’t stop,” he says. “I try to see every single avenue that could happen or every single option out there that could turn negative and try to mitigate it beforehand.” Still, he warns, “Even if the idea is great, even if you have the right people, even if everything is aligned, it’ll always surprise you with different things that are not expected.”

4. Diversification is the best investment insurance, says Betancourt López

“I always wanted to be an investor,” Betancourt López recently confided. My first investment was in Citibank when I was 17, which taught me some of the most fundamental lessons of my career.” Fundamental lessons that everyone from a venture capitalist to an average Joe on Main Street looking to make the next big trade can learn from. “If you’re focusing only on one investment, that’s a problem,” he says. “I know it can be really hard to accept that you’ve got to get out of a bad investment. I die fighting. I’m a good buyer, but I’m a terrible seller. So, you have to understand when is the right time to move on and not throw good resources into bad money as good money into bad money.” Considering his lucrative investments in Hawkers and Auro, we’ll take his word for it.

Originally published at https://www.business-money.com on December 14, 2023.

Fashionistas are all aflutter with the news that Amazon UK recently launched a Virtual Try-On service. People are already buzzing about the possibilities of the perk. This technology allows every customer to see how a pair of sunglasses will look on their face before they buy. And Leopoldo Alejandro Betancourt Lopez’s Hawkers shades are one of the first beloved brands the stylish will be able to “try on.”

While VTO is still in its earliest phases, the test market and trial period will give the team valuable insight into the product. Eventually, they’ll roll out VTO for a variety of accessories and clothing.

It’s no surprise the team chose an accessory like sunglasses as their first venture. When everyone’s face is a different size and shape, the margin of error can stop people from even attempting the purchase in the first place. VTO makes 1,500 brands from reputable suppliers — including Hawkers — available to customers.

Leopoldo Alejandro Betancourt Lopez, Hawkers’ president, was excited about this new development, particularly when his fashion empire is driven largely by online sales.

“We were selling about 90% of our sunglasses online in 2020, when the COVID-19 pandemic struck,” Betancourt explains. “Our strong online presence was an advantage because our sales weren’t significantly affected by the loss of physical sales that caused nonessential brick-and-mortar stores to struggle. As of 2020, we have sold over 4.5 million pairs of sunglasses in over 50 countries.”

It’s a breeze to use the Virtual Try-On service at amazon.co.uk/virtualtryon. All products will have a Virtual Try-On button that customers can click on to more fully explore a product. From there, they simply point the camera at their face to check out how the shades will look from different angles. If they’re still not sure about whether the accessories are right for them, they can take pictures on the Amazon app and then share with friends and loved ones on social media.

“We’re thrilled to be introducing another innovative feature for our Amazon fashion customers,”

said Ruth Diaz, VP Amazon Fashion Europe.

“Finding the perfect pair of sunglasses online that you will love and wear all year is now fun and easy with Virtual Try-On technology. We look forward to listening to our customers and brands, enhancing the VTO experience with more product categories and styles to come.”

Leopoldo Alejandro Betancourt Lopez Innovates at Hawkers

The VTO technology may not be available through the Hawkers website — yet — but it’s aligned with the history of the brand. The team at Hawkers has always looked ahead rather than back to stay relevant to their customers.

This overarching attitude is, in large part, due to its leadership team. As president, Leopoldo Alejandro Betancourt Lopez is known for his instinct and foresight. When he was first brought to the company as an adviser and investor, the founders were struggling with their business model. The demand for their fashionable and affordable sunglasses already existed, but they were wasting resources to fulfill all the orders. Across departments, there were inefficiencies that Betancourt was expected to fix.

He came in with guns a-blazing. “We needed to expand quickly to ensure we could produce sunglasses at a cost that would allow us to remain competitive,” Betancourt recalls. “We already had competitors in our local market, so we needed to find a business model to help us succeed. The primary challenges at this point were the unusually high barriers to entry, both in terms of manufacturing cost and product quality.”

Hawkers has long embraced the market shifts that stem from changing customer preferences. One of the major perks of being a part of a small business is that leaders have more freedom to make daring pivots. It’s a benefit that Betancourt was happy to take advantage of, making Hawkers a truly exciting place to work.

One of the first decisions Betancourt made was to pivot the marketing strategy of the company. He saw that younger people — particularly college students — took a strong interest in the fashions available from Hawkers. Leopoldo Alejandro Betancourt Lopez realized that they were the best possible brand ambassadors, and that influencer reviews would be more trustworthy than standard advertising.

He also made a strong push for better customer service, which, when applied specifically to the brand, came down to transparency. Because so many of the products had to move from one part of the world to the other, the customer service team at Hawkers became more proactive about supply chain delays. Paying customers may not want to hear that a snag has occurred, but they’re usually more receptive when they don’t have to chase down a rep for an answer.

“If I had to do this over again, I would advise my younger self to immediately implement customer service policies that were more transparent,”

Betancourt muses.

“Today, we notify customers right away whenever there’s a problem with their order, no matter what stage that order is in. This wasn’t always the case, but making the change has resulted in greater customer loyalty and goodwill.”

Hawkers On the Move

There are so many lessons for small businesses to learn from the story of Hawkers. The four founders would stop at nothing to ensure the survival of their brand, which is why they reached out for assistance in the first place. They found an investor who could immediately internalize their brand values. As Betancourt saw it, this was a modern fashion brand catering to everyday young people who wanted to look their best.

Leopoldo Alejandro Betancourt Lopez knows that as the company continues its upward trajectory, both in terms of influence and scope, it won’t be as easy to make major organizational changes. However, this hasn’t stopped him from moving forward at every possible opportunity. For instance, the company has already pivoted toward selling more sustainable products. This eco-friendly focus has little to do with jumping on the bandwagon for the sake of profit and everything to do with Hawkers’ impact on the planet.

His tactics seem to be working, particularly as they pertain to the latest available technology. Whether at a ski chalet or on a campus, Hawkers can be found in every corner of the globe. The Virtual Try-On Service from Amazon UK is just one more reason for customers to choose Hawkers. Now, they won’t have to worry about returning a pair of sunglasses if they’re not suitable for their face. They can avoid the hassle, which only gives them a better impression of both companies.

And with Leopoldo Alejandro Betancourt Lopez taking the lead, Hawkers will continue to innovate and disrupt the sunglasses sector.

“My goal as an entrepreneur is also to continue learning about new marketing techniques, which helps me achieve a willing attitude and remain humble,”

he says.

“I take advantage of learning opportunities from online sources, trade publications, and networking events whenever I can.”

Originally published at https://fadmagazine.com on February 15, 2023.

Alejandro Betancourt López is a Venezuelan businessman and entrepreneur with significant interests in several companies. He started in the energy sector before moving into international trade and finance. Since then, he has started his own firms and is now heavily invested in a variety of categories. Betancourt routinely serves in top executive roles within his portfolio companies, which is unusual for an investor.

Betancourt graduated from Boston’s Suffolk University in 2002 with a double major in international economics and business administration. He started his career at a company that conducts the exploration, production, and trade of petroleum and derivative products. The company has a global presence, and Betancourt worked in South American locations. His next position was with Guruceaga Group, which trades in real estate, finance, agricultural products, and manufactured goods. Additional employers in Betancourt’s early career included BGB Energy, which was involved in a joint venture between Gesca Corp. and Kawasaki Heavy Industries.

Betancourt also led O’Hara Financial to invest in Pacific Exploration & Production Corporation in 2015, resulting in him controlling 19.95% of the oil and gas company’s shares. In 2016, O’Hara also provided 50 million euros (about $55 million) in funding to Hawkers, a Spanish sunglasses startup. The founders of Hawkers subsequently appointed Alejandro Betancourt as their company’s president.

How did you get started in this business?

I was looking to do something new and modern after my experience in traditional sectors like energy and finance. A friend asked me if I wanted to invest in Hawkers, which only sold sunglasses through a webpage at that time. However, it was also the first Spanish company to do marketing with social media and its influencers. I got excited about the marketing strategy and invested in Hawkers through O’Hara, my investment firm. Today, Hawkers is the leading company for sunglasses in Spain.

How do you make money?

I use the social media advertising that was already in place for Hawkers, allowing us to sell high-end sunglasses at an affordable price. We use guru-style marketing through platforms like Facebook, Pinterest, Reddit, Twitter, and YouTube. Ray-Ban sunglasses cost about $200 a pair, but all our sunglasses were in the range of $20 to $40. We targeted the average customer while still providing the quality of high-end brands. We have since become one of the top 10 fashion companies in the world on value and are well known for selling quality products at a fair price.

How long did it take for you to become profitable?

We were selling about 90% of our sunglasses online in 2020, when the COVID-19 pandemic struck. Our strong online presence was an advantage because our sales weren’t significantly affected by the loss of physical sales that caused nonessential brick-and-mortar stores to struggle. As of 2020, we have sold over 4.5 million pairs of sunglasses in over 50 countries.

When you were starting out, was there ever a time you doubted it would work? If so, how did you handle that?

Hawkers’ financial status was quite poor when I first considered investing in it. It wasn’t producing a profit yet, nor did it have the funds needed to maintain production. The brand itself was a positive factor, as many people associated it with quality products. I believed that hiring the right people to support my vision would be the key to making the company financially successful.

We needed to expand quickly to ensure we could produce sunglasses at a cost that would allow us to remain competitive. We already had competitors in our local market, so we needed to find a business model to help us succeed. The primary challenges at this point were the unusually high barriers to entry, both in terms of manufacturing cost and product quality.

How did you get your first customer?

We market Hawkers’ products through social media and influencers. I highly recommend these channels for achieving organic brand growth, along with celebrity endorsements and associating your products with other top brands.

What is one marketing strategy (other than referrals) that you’re using that works really well to generate new business?

My goal as an entrepreneur is also to continue learning about new marketing techniques, which helps me achieve a willing attitude and remain humble. I take advantage of learning opportunities from online sources, trade publications, and networking events whenever I can.

What is the toughest decision you’ve had to make in the last few months?

Convincing the founders of Hawkers to outsource their manufacturing was one of my biggest early decisions with this company. They wanted to keep it in-house, but my business connections would have allowed us to get the work done without sacrificing our control over the manufacturing process.

What do you think it is that makes you successful?

My success largely comes from my ability to identify trends that will transform markets and adapt to those trends. My ride-sharing business has particularly benefited from this because it’s based on emerging technology that affects culture and customer desire. These things are changing so fast that it’s essential to anticipate what they mean for consumers and markets.

What has been your most satisfying moment in business?

Hawkers was founded in 2013 after a $300 investment. Today. the company is worth $60 million as of 2021.

What does the future hold for your business? What are you most excited about?

We’re doing quite well in Spain, but we plan to expand to additional markets in other countries. We will also form more partnerships with other brands for clothing, shoes, and jewelry. These strategies will help both us and our partners sell more products. Additional plans for the future include making more environmentally friendly sunglasses without sacrificing fashion.

What business books have inspired you?

“Do Hard Things: Why We Get Resilience Wrong and the Surprising Science of Real Toughness” by Steve Magness

What advice would you give to your younger self?

If I had to do this over again, I would advise my younger self to immediately implement customer service policies that were more transparent. Today, we notify customers right away whenever there’s a problem with their order, no matter what stage that order is in. This wasn’t always the case, but making the change has resulted in greater customer loyalty and goodwill.

Are you willing to be a mentor? If so, how should someone contact you?

Please find my contact information on my personal website: http://www.alejandro-betancourt.com/

Originally published at https://inspirery.com on November 21, 2022.