LatAm spins experience into strategic advantage

AI, the climate crisis, geopolitical turmoil — there’s no doubt that the world is becoming

increasingly uncertain and unpredictable. But for Latin American executives, uncertainty has long been the only certainty, and that’s proving to be a valuable skill in today’s market, says Cristian Camilo Vergara, LatAm editor of PRODU | MKTG

There's one word that seems to be everywhere these days: uncertainty. The global economy appears to be walking a thin and fragile line, and one that could shift dramatically at any moment.

But if you described this reality to a Latin American executive, they would probably respond with a hint of sarcasm: “These days?” That reaction helps explain why

Latin American executives are increasingly finding their way into global boardrooms. Their rise is no longer about representation. It is about experience, execution and, above all, method.

For decades, Latin America has operated in fast-moving and unpredictable markets. That reality has produced leaders capable of reading weak signals, adapting quickly and turning cultural understanding into growth.

Paola Escalante, managing director of LePub Mexico City, puts it simply: “There is no doubt that Latinos bring the ability to read culture in real time and transform it into business, combining cultural sensitivity, operational resilience and results-driven creativity.”

But the conversation goes beyond understanding culture. It is about turning complexity into opportunity. Veronica Ruiz del Vizo, CEO of Amarillo Creative Lab, argues that Latin American leaders bring a deeply human perspective to complex markets. Working in environments where uncertainty is part of everyday life has given them a unique ability to understand emotions, communities, social tensions and opportunities for meaningful connection. “As more mature markets face growing levels of political and social polarisation, that experience becomes increasingly valuable,” she says.

For Esteban Pineda, CEO of Find a sense for the Andean region, Latin America’s competitive advantage can be summed up as a “tolerance for ambiguity as a method”. In his view, Latin America learned how to make decisions under pressure long before uncertainty became a global concern. That perspective is particularly valuable when it comes to understanding today’s consumers, who are often defined by contradiction. According to Carolina Carmona, CMO of Falabella Colombia, living between global aspirations and economic constraints has sharpened Latin America’s ability to understand human behaviour. “Latin talent brings precisely that combination of cultural sensitivity, adaptability and a human vision of business,” she says. In this context, cultural agility has become increasingly important in social-first environments. According to Mariano Duhalde, CCO LatAm at SAMY Alliance, executives from the region possess an essential ability to “read culture in motion”. In an era dominated by social platforms, relevance no longer comes from broadcasting messages — it comes from participating in authentic conversations.

When the conversation shifts to data, media and technology, Latin America’s adaptability once again stands out. Eric Tourtel, LatAm CEO of MiQ, explains that the region forces organisations to “operate in complexity”, navigating fragmented media ecosystems,

varying levels of digital maturity and constantly evolving consumer behaviours. As a result, the most successful strategies tend to be flexible, adaptive and deeply connected to local realities.

Similarly, María Fernanda Gutiérrez, president of Grey Mexico, argues that culture is no longer an additional layer of marketing — it has become one of its primary growth engines. She believes Latin leadership stands out for its ability to “navigate complexity with agility, creativity and a focus on real business outcomes”.

That mindset also extends to advertising technology. Lucas Vieira da Cruz, marketing manager LatAm at Equativ, notes that professionals across the region have learned

to integrate disciplines that often operate in silos elsewhere. In Latin America, media, data, programmatic advertising and connected TV naturally converge within the same decision-making process. But the next major challenge for global marketing is not technological. It is human.

Lara Krumholz, senior vice-president and general manager, Latin America, at Dailymotion Advertising, believes the region’s greatest strength lies in its ability to build for the real world rather than idealised scenarios. “We bring clarity where others see chaos, and humanity where others only see automation,” she says. Amarillo Creative Lab’s Ruiz del Vizo sees a similar opportunity in the relationship

between AI and education. While AI can amplify creativity, improve decision-making and democratise access to opportunity, she believes technology alone is not enough. The next generation of leaders will need to combine technical expertise with critical thinking, cultural understanding and empathy. The next competitive advantage, she argues, will be “human, cultural and educational”.

Finally, José Melchert, senior director of sales and operations for LatAm at Samsung Ads, points out that the region’s diversity and dynamism have trained its leaders to understand attention, emotion and consumer behaviour in ways that are becoming increasingly relevant across global markets. That proximity to audiences helps identify what truly resonates and what can become a genuine game changer.

Marketing’s new power structure is no longer confined to traditional headquarters. It moves through more porous networks, where ideas emerge from markets accustomed to operating in complexity. Latin America is no longer asking for a seat at the table. It is arriving with a methodology that, increasingly, many global organisations need. And that is

why its influence is beginning to be felt around the world — not as a point of difference, but as a strategic advantage.