Juan R. Sánchez-Harguindey

The approximations papered over by a positive result were always there; distress simply removes the cover.

• From that, they draw a working priority: decisions on a troubled asset cannot be improvised, because each must withstand scrutiny from several parties at once.
• Distress, they argue, exposes what normal reporting conceals, making a workout the fastest way to learn how a hotel business actually works.

Sánchez-Harguindey says they were CFO of a Canarian hotel complex in insolvency proceedings from 2020 to 2022.

• For 20 months, they managed alongside the court administrator, banks, a works council and ownership, while an indefinite strike was called during the pandemic.
• The outcome they highlight: no mass redundancies and an operation that kept running.
• Their lesson from the experience: “the real account of the asset appears when everything goes wrong”; insolvency teaches in 20 months what 20 years with a healthy asset would never show.

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The operator reports RevPAR, occupancy, NPS, channel mix and housekeeping productivity; the owner needs yield on invested capital, cash after debt service, contingent liabilities, required capex and projected IRR.

• When the readings clash, they argue, the parties are answering different questions, not disputing facts.
• Their priority follows: the valuable role belongs to the person who translates between the two languages without serving either side exclusively, because that is where the real decision gets made.
• They also make a market argument: hotel groups scaling with mixed ownership-plus-management models need more bilingual professionals, and there are few of them.

Sánchez-Harguindey has experienced the same job from both sides.

• As an operational CFO inside a chain, they reported the P&L to ownership and learned that what the operator delivered was not what the owner needed to make decisions.
• Later, as a financial director on the ownership side, supervising an external operator on an asset under insolvency, they saw the conversation run in reverse: the operator's P&L was one piece, not the whole film.
• Both posts on this theme end with the same question: does your top team read the asset in both languages, or only one?

Sánchez-Harguindey presents the argument as something learned twice, not held from the start.

• They first worked on the operator side, inside a chain, producing the P&L reported to ownership.
• Later, they moved to the ownership side, supervising an external operator on an insolvent asset.
• They describe that second experience as the one that changed their view and led to the translator argument: a conclusion shaped by changing seats, not a fixed principle.

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They treat multi-party negotiation as a craft in its own right, distinct from a series of one-to-one talks: what you concede at one table changes what you can ask for at the next.

• Operational continuity, they argue, is incompatible with improvisation; every decision needs prior analysis and a written rationale.
• They defend procedures against charges of bureaucracy, calling them the infrastructure that supports decisions when a business is under stress.
• They also place respect for people high on the list, arguing that people remember how they were treated in a hard period longer than they remember the result.

Sánchez-Harguindey grounds these claims in a 20-month insolvency engagement involving a court administrator, banks, a works council and ownership, with an indefinite strike called mid-pandemic and the operation maintained without mass redundancies. They say those who went through the period remember the respect shown before the result, and ask whether your executive team has experienced the discipline of a distressed asset.

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Juan R.

• Sánchez-Harguindey says they were CFO of a Canarian hotel complex in insolvency proceedings for 20 months, between 2020 and 2022.
• They describe working with the court administrator, banks, a works council and ownership, while an indefinite strike was called during the pandemic.
• They avoided mass redundancies and kept the operation running.
• The post offers five lessons: the true account of an asset emerges when everything goes wrong; multi-party negotiation is a different craft from the sum of separate negotiations; respect for people in difficult moments builds professional reputation; operational continuity leaves no room for improvisation; and procedures are infrastructure for decisions under pressure, not bureaucracy.

For brands planning a campaign

For a distressed hotel asset advisory brief, this is the strongest starting point: it shows direct operating experience under insolvency constraints and offers concrete language for stakeholder management, continuity planning and documented decision-making. Use the five lessons to demonstrate practical turnaround discipline, not general commentary.

The post lays out the terms and the case for a translator role.

The post contrasts two legitimate but often mismatched languages for a hotel asset.

• Operators speak in RevPAR, occupancy, NPS, channel mix and housekeeping productivity.
• Owners speak in yield on invested capital, cash after debt service, contingent liabilities, capex required and projected IRR.
• Sánchez-Harguindey says they learned both sides: as an operational CFO inside a chain, where the P&L reported up to ownership, and as a financial director supervising an external operator from the ownership side in an asset under insolvency.
• The real decision gets made by the translator between both languages, without serving either exclusively.
• Mixed ownership-and-management hotel groups need more professionals who can speak both.

For brands planning a campaign

For a campaign seeking finance professionals with operator-owner expertise, this is the clearest fit. Anchor the campaign on a finance professional who reconciles owner and operator metrics, using the post’s exact vocabulary to demonstrate practical fluency rather than generic “bridge-building.”

The write-up draws five lessons: an asset's true position surfaces when everything goes wrong, while earlier approximations were masked by positive results; multi-party negotiation is a craft of its own, because what you concede at one table limits what you can ask at another; respect for people in hard moments builds professional reputation more than results do; operational continuity leaves no room for improvisation, so each decision needs prior analysis and a documented rationale; and procedures hold decisions together under pressure. The piece asks whether the reader's executive team has been through the discipline of a distressed asset.

Numbered lessons from a single named engagement, each presented as a general rule and tied to the insolvency context. A short English version of the same piece appears without the lesson list.

The posts do not name the complex, the banks, the court administrator or the works council, and give no dates beyond the 2020–2022 period. Ask for the engagement details if independent verification matters.

For brands planning a campaign

For a firm assessing advisory support on a distressed or underperforming hotel asset, this is the most directly relevant material. It shows how Sánchez-Harguindey frames turnaround problems, what they identify as the hard parts—multi-party negotiation, procedure and staff continuity—and how they argue for a disciplined operating approach.

Examples: Source 1 · Source 2 · Source 3

The operator's language is RevPAR, occupancy, NPS, channel mix and housekeeping productivity; the owner's is yield on invested capital, cash after debt service, contingent liabilities, required capex and projected IRR.

• Sánchez-Harguindey says they learned this from both sides of the table: as an operational CFO inside a chain, where the P&L reported upward to ownership did not give owners what they needed to decide; and as a financial director supervising an external operator from the ownership side on an asset in insolvency, where the operator's P&L was one piece, not the whole picture.
• Their argument is that when owner and operator "speak differently," it is rarely a question of one being right: they are answering different questions.
• The person who translates between the two without serving either exclusively is where the real decision is made.
• They also argue that hotel groups scaling on mixed ownership-plus-management models need more of these bilingual professionals, and that few exist.

A paired vocabulary list—operator metrics against owner metrics—followed by a personal before-and-after account of holding the same job from opposite sides of the table.

For brands planning a campaign

This is the clearest statement of a positioning a brand can evaluate: an advisor who sits on the ownership side, reads operator reporting critically and turns it into owner decisions.

• It fits advisory, asset management and owner-representation work.
• The closing argument about scarce dual-language professionals also makes the case for hiring this profile.

Examples: Source 1 · Source 2

Multi-party negotiation is treated as a distinct discipline, not a series of one-to-one talks, because concessions made in one room change the position in the next.

• Operational continuity is incompatible with improvisation: decisions need prior analysis and a written rationale.
• Procedures are defended against the charge of bureaucracy as the structure that carries decision-making when a business is under stress.
• Sánchez-Harguindey highlights that the operation was maintained without mass redundancies despite the insolvency and the pandemic-era strike call.

For brands planning a campaign

Useful for a brand assessing fit for a role involving creditor, union and lender stakeholders, rather than pure financial analysis. It also offers a concrete talking point for content that a distressed-asset or restructuring audience would recognise as real rather than generic.

Examples: Source 1 · Source 2

The insolvency piece and the two-languages piece each appear in Spanish and English versions with the same structure.

• The house style pairs a hook line and compact personal credential with a numbered or arrowed list of claims and a direct question to the reader: whether their executive team has been through the discipline of a distressed asset, or whether their top team reads the asset in one language or two.
• Hashtags place the work in turnaround, hospitality, executive leadership, asset management and hotel investment.

Parallel Spanish and English posts with mirrored structure, numbered lessons or arrowed points, and a reader-directed question at the end.

An English version of the insolvency piece appears in shortened form without the five lessons, putting the same argument in the corpus at two levels of detail.

For brands planning a campaign

The format lends itself to co-branded or sponsored thought leadership in two languages, and the closing question offers a natural engagement hook for a sponsored post or campaign brief. The posts are short and argument-led, not long-form analysis; a campaign needing deep technical write-ups would require another format.

Examples: Source 1 · Source 2 · Source 3 · Source 4 · Source 5

Sánchez-Harguindey does the same on a smaller scale, turning a 20-month distress engagement into five numbered lessons other people can apply to their own assets. Both write for business readers who run operations, not a general audience.

Diaz works on B2B commercial and revenue operations: prospecting, meetings, CRM, follow-up, closing, and turning a services business into a product. Sánchez-Harguindey focuses on a property and the parties around it—owners, operators, banks, a court administrator—and on asset-level finance and insolvency governance, not sales pipeline.

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The bilingual short-form style and Latin American business audience are shared ground with Sánchez-Harguindey's two-language pieces.

Acevey covers the growth side of digital business across Latin America—ecommerce, marketplaces, low-cost aviation, omnichannel retail and AI adoption—and recent posts focus on career transitions into revenue leadership.

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Sánchez-Harguindey uses a similar structure—hook, compact credential, concrete consequence, direct question—to explain the gap between owner and operator metrics.

Acevedo focuses on AI applied to CRM and messaging platforms for Latin American sales teams, with commercial automation and sales productivity as the payoff. Sánchez-Harguindey focuses on better investment decisions for hotel assets, addressing owners, operators and lenders.

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Two posts offer operating detail.

• One describes Salesforce and Anthropic bringing Claude into Salesforce and back, still in pilot with a stated open beta on the way.
• It quotes Salesforce's applications and marketing president saying the value rises when people stop entering the CRM through a screen and start operating it in language.
• The other explains that from 1 October Meta charges for service messages sent inside the 24-hour window on the WhatsApp Business API once a business passes 1,000 free messages a month.
• It concludes that this taxes using AI badly rather than using it at all.
• The recommended action is to audit automation flows so an agent resolves in three messages what it currently takes eight to finish, with a clear handoff to a person.
• This is a usable fit if the buyer wants an AI adoption diagnosis for a commercial team in Peru or the wider region.

Acevedo's posts offer commercial-ops automation guidance built on software announcements, not hotel asset finance, owner-side reporting, capital structure or insolvency work.

• For a campaign aimed at hotel owners, ask for evidence of experience supervising an operator, reconciling RevPAR with owner metrics, and working with a court administrator, banks, a works council and ownership.
• Without it, this is a different assignment, not a narrower version of the same one.

Examples: Source 1 · Source 2

The posts set out a three-stage roadmap: 2026 consolidation with standardised routines, minutes, follow-up and opportunity control; 2027 systemisation with CRM and opportunity playbooks, data-based scoring, automated follow-up and client-facing dashboards; 2028 and beyond, a platform that reduces friction when companies find, validate and coordinate valuable conversations.

• The argument is that a B2B service scales only when experience becomes method, method becomes system and system becomes platform.
• The value lies not in getting meetings, but in deciding which conversations are worth having and carrying them to close.
• The posts also describe more than 30 years of commercial work across regional corporates, multinational companies in Chile and, more recently, startups, and a sequence from research and prospecting through meetings, CRM, negotiation, forecast and commercial return.

Diaz's posts cover B2B sales methodology across corporates, multinationals and startups in Chile and Latin America, not hotel assets, insolvency or restructuring, owner-operator reporting or capital-structure content.

• For distressed hotel advisory, Diaz is a later-stage hire for commercial method or a complement to the owner-side finance role, not a substitute.
• Ask for a separate candidate with the insolvency stakeholder and owner-side finance experience the campaign requires.

Examples: Source 1 · Source 2

The fit is marketplaces, quick commerce, cross-border seller strategy and omnichannel experience, with a revenue leader who has run those changes at scale in Latin America.

• The posts describe close to five years at Walmart Mexico and Central America, during which the online business grew 3X, the share of total sales coming from online doubled, marketplace and Walmart Fulfillment Services launched, crowdsourced delivery reached customers in under 60 minutes, and Marketplace launched in Guatemala and Costa Rica.
• The second post announces the move to Vambe as Chief Revenue Officer, starting as an advisor for three months, and states a conviction that AI will change how Latin American companies grow, relate to customers and operate.

Acevey's posts present a career narrative and a new-role announcement, not an operating method.

• For a campaign aimed at distressed hotel assets, ask for evidence of hotel asset management, insolvency or restructuring stakeholder work, and owner-side reporting.
• Without that evidence, Acevey offers commercial growth in digital retail and commerce rather than the distressed hotel asset finance and bilingual owner-operator reporting the campaign requires.

Examples: Source 1 · Source 2