A board director who understands AI, P&L and compliance — because he has had all three on his desk, not on his CV.

1. Demonstrable compliance, not declarative.

For 20 years I was the legal representative of SAS Institute in Mexico and Colombia. I personally signed every contract with the Federal Government (SAT, Infonavit, IMSS, national security institutions) for 15+ years. Zero compliance incidents. That contractual, regulatory and accountability discipline is transferable to any audit or risk committee.

2. Real P&L, not advisor by title.

I have been country CEO. I have defended a USD 43M P&L before SAS's Global Executive Board, quarter after quarter. I have made tough decisions on human capital, costs, investment and strategic priorities. I bring to the board the perspective of someone who has sat on the other side of the table — on the side of those who have to deliver.

3. AI depth — the conversation your board doesn't want to postpone.

Generative AI is the topic that will dominate the strategic agenda for the next five years in banking, insurance, retail, manufacturing and services. Few directors have the technical depth to ask the right questions: are we building or buying? Where are the regulatory risks? How do we measure real ROI? What is the competition really doing and what is just marketing? 30 years at SAS gave me that depth — and the ability to translate it into board-level language.