Technology & Commercial
Operating Partner

A proposal to add a senior operating capability that helps Cisneros turn technology, commercial opportunities and strategic priorities into better execution and stronger business outcomes.

00The Opportunity

From technology implementation to a broader operating opportunity

After more than two years working closely with Cisneros businesses, we have gained meaningful visibility into how technology, commercial processes, teams and day-to-day execution interact.

The work initially focused heavily on CRM, technology and digital enablement. Those initiatives have created important capabilities, but they have also exposed a broader opportunity:

In several areas, the next level of improvement is no longer primarily a technology problem.

Where the limitations appear

The limitations increasingly appear around the environment in which technology and business initiatives need to operate:

  • Responsibilities and ownership that are not always clearly defined.
  • Commercial strategies that are not fully translated into operating processes.
  • Information that exists but is not always being used in management.
  • Initiatives that require multiple teams to work together without a natural owner for overall execution.
  • Technology that can enable a better process, but cannot define the process itself.
  • Opportunities to apply AI that remain out of reach because processes and data are not yet structured to support them.

The opportunity is not to move away from technology. It is to create a stronger operating environment around it, allowing processes, people, commercial priorities and systems to move together so that technology produces greater business impact.

TIME → CAPABILITY Technology capability Operating environment Process · Ownership · Adoption · Measurement · Expertise Unrealized value Operating environment keeps pace

As technology becomes more embedded in the business, the need to connect technology decisions with commercial objectives, operating processes and measurable outcomes becomes increasingly important.

Strong functional expertise already exists

Functional leaders are strong within the areas they were hired to lead. The question is not who should replace them. The question is: what additional operating capability can help those leaders, and Cisneros, execute more effectively?

Sales Marketing Finance Operations Technology Management
Figure 1Many initiatives depend on the intersections between functions rather than on any single one. Selected intersections shown for illustration.

The opportunity?An additional operating capability

Cisneros can add senior operating capacity capable of:

  • Connecting functions when an initiative requires it.
  • Going deeper into a specific function when that is where the opportunity exists.
  • Supporting strategic and emerging initiatives.
  • Bringing commercial judgment into technology decisions.
  • Bringing technology leverage into commercial and operating decisions.
  • Helping turn priorities into measurable execution.
01The Proposed Role

Technology & Commercial Operating Partner

A senior operating capability that Cisneros can use across its businesses, initiatives and emerging opportunities.

The role combines technology understanding, commercial experience and operating execution to help identify opportunities, structure initiatives and carry them through to measurable outcomes.

Technologyunderstanding Commercialexperience Operatingexecution OperatingPartner
Figure 2The role sits where three types of experience overlap. Most organizations have each one separately; fewer have them combined in one operating capability.

Its purpose is to give Cisneros senior operating capacity to execute and deliver better business outcomes.

A role designed around the priority

The Operating Partner can be deployed differently depending on the need. The same capability applies in three contexts:

Operating Partner
Operating businesses

Strengthen execution inside an established business through commercial, operational or technology-enabled improvement. (e.g., Venevision, Tropicalia)

Strategic & emerging initiatives

Add experienced operating capacity to priorities that may involve multiple teams, technologies, vendors or commercial considerations. (e.g., Teletón, Colección Tropicalia)

New businesses & opportunities

Bring technology, commercial and operating experience into new companies or initiatives as they are being developed.

02What Cisneros Gains

The execution capacity Cisneros needs today

Cisneros gains a key role that turns priorities into results and opens opportunities that are hard to capture today. Its value can be summarized in four areas.

Connect

Bring together the people, technology and business context required to move priorities forward.

Drive

Leverage technology and well-designed processes so every priority is executed in a coordinated, measurable way.

Scale

Turn successful solutions and learnings into capabilities that can create value elsewhere in Cisneros.

Experience

Add senior experience across technology, commercial strategy, sales, marketing and operations.

A capability that can move with Cisneros priorities

  • In one business, the greatest opportunity may be Commercial Operations. In another, it may be Marketing.
  • An emerging initiative may require support with KPIs, vendors, technology and commercial thinking.
  • A new company may benefit from stronger processes and systems from the beginning.

The role gives Cisneros flexibility to deploy experienced operating capacity where the organization sees the greatest potential for impact.

03How the Role Works

Supporting existing leadership, not replacing it

The Operating Partner is not intended to replace functional leadership or create an additional supervisory layer. Ownership stays where it is today; the role adds capacity around it.

Functional leaders continue to own
  • Their teams
  • Their targets
  • Their budgets and responsibilities
  • Their functional decisions
The Operating Partner adds capacity by helping
  • Structure initiatives
  • Connect the right people
  • Identify and remove bottlenecks
  • Improve visibility
  • Define useful KPIs
  • Evaluate technology, agencies and external partners
  • Maintain momentum and follow-through

The objective is to make existing leadership more effective, not to create another layer above it.

Helping translate strategy into execution

A strategic priority still needs to become an operating reality. The Operating Partner can support that transition by providing structure, coordination, visibility and follow-through around the teams responsible for doing the work.

  1. Cisneros priority
  2. Operating supportStructure & coordinate
  3. Functional leaders & teamsOwn the work
  4. Execution
  5. Business outcome

This creates an execution bridge when needed, without taking ownership away from the functional leaders responsible for the underlying work.

Embedded within Cisneros

For the role to be effective, operating companies, directors, employees and external partners should experience it as part of Cisneros rather than as an external vendor. The role would therefore operate with:

  • A clear Cisneros identity and scope.
  • Access to the relevant leadership and teams.
  • Participation in the businesses and initiatives where it is deployed.
  • The ability to represent Cisneros within assigned initiatives.

This gives Cisneros embedded senior operating capacity while maintaining exposure to new technologies, tools, operating models and market practices outside the organization.

04Where We Start

Venevision: an immediate application of the model

Venevision provides an immediate opportunity to apply this operating capability. The progress made with the CRM and measurement has built an important foundation, and the operation now needs to keep pace with it.

Next value layerOperating improvement
Commercial processesResponsibilitiesFinancial coordinationManagement visibilityExecutionAI
In placeTechnology foundation
CRMTechnologyDigital enablement

Where can we start?

There is significant work to do at Venevision: in structure, processes, measurement, team development and the operating foundation, to make sure Venevision is future-proof and becomes a more productive, modern company. The work starts in six areas:

Commercial Operations

Clear ownership and stronger handoffs across the full revenue cycle.

Digital Commercialization

Digital solutions connected to measurable commercial outcomes.

Preventa

Stronger presentations and narratives that win attention before the sale.

Performance & Commissions

A transparent framework that aligns Sales, Finance and HR.

Contracts → Transmission Orders

A complete rebuild of the contract and transmission order process, so technology can finally support it.

Finance, Billing & Revenue Cycle

Better billing, collections, cash visibility and forecasting.

Venevision Transformation

The full project description: every work area in detail, with its scope and place in the revenue cycle.

View the full project description
05
Engagement & Investment

Role, scope, terms and investment

Engagement & InvestmentCisneros · 2027
5.1

The Role and Responsibilities

Position
Fully Embedded Technology & Commercial Operating Partner
  1. 1
    Revenue CycleTransform, optimize and measure the full revenue cycle across Cisneros operating companies, connecting sales, marketing, finance and operations (starting with Venevision).
  2. 2
    Priority ExecutionTurn leadership priorities into executed initiatives, with clear owners, timelines, bottleneck removal and follow-through.
  3. 3
    Business & TechnologyBridge business and technology, working alongside the CTO and existing leadership.
  4. 4
    Technology & AIBring new technologies and AI into the organization and its initiatives, with clear KPIs and reporting that help leadership track and achieve results.
  5. 5
    Group-Wide SupportSupport any operating company or new opportunity across the group with hands-on experience in technology applied to business, operations, sales and marketing teams.
  6. 6
    CRM Strategy, Adoption & GovernanceOwn the strategic roadmap, adoption and business value of CRM across Cisneros, including new implementations, capabilities, team onboarding and continuous optimization.
5.2

Scope

Immediate start

Venevision

Begins with the six work areas defined in the Venevision Transformation plan.

Activated during the year

Real Estate · Dominican Republic

Real estate operations in the Dominican Republic, added once activated.

Activated as opportunities arise

Emerging Initiatives

New initiatives across the group, added as opportunities arise.

5.3

Engagement Terms

Term
12 months, January–December 2027. Venevision work continues without interruption.
Six-month review
A structured results checkpoint.
Travel
Full travel availability for strategic on-site presence, with a first visit to Venevision recommended before December 2026.
Structure
Contracted through Marketing Rev as an independent contractor, the same structure we work under today.

Senior capacity, without the weight of a senior hire, measured by outcomes. A global perspective working inside your operation, with none of the overhead of an internal executive position.

5.4

Investment

Designed to Deliver a Positive Return on Investment

The role targets both sides of the P&L, improving how much the business generates and how efficiently it operates.

  • Revenue Growth Stronger Preventa, commercial capabilities and sales performance, creating new commercial opportunities and helping Venevision surpass the US$10M revenue mark in 2027.
  • Cost & Efficiency Better processes, automation, less manual work and lower operating friction.
  • Productivity & Performance Better-connected teams, stronger management visibility and greater leverage from technology and AI.
Annual investment

US$120,000/year

Cisneros

Technology & Commercial
Operating Partner

A senior operating capability designed to help Cisneros turn technology, commercial opportunities and strategic priorities into better execution and stronger business outcomes.