Latin American Payments is a division of PagosOnline, a Colombian start-up with almost 100 employees which counts Buscapé, the large Brazilian comparison shopping site, as it’s majority shareholder (75%).  As many know, the South African investment firm, Naspers, bought almost all of Buscapé’s shares for well over US $300M a couple of years back and is busy building it into a Latin American powerhouse (along with it’s satellite companies).

As the pictures below show, there’s quite a bit of hustle and bustle going on right now at Latin American Payments.  Jose and Martin are busy complementing an impressive team of developers and business people from top banks and international credit card companies as they go after a Latin American e-commerce market that is surging almost 40% annually to $21.8B.

It might seem strange to offer a Latin American solution from Colombia instead of Mexico or Brazil.  Nevertheless, it makes more sense if you consider that, unfortunately, Colombia is one of the most challenging regions for combating credit card and ATM fraud in the world.  Several years back, I was talking to a local bank executive who told me that ATM machine makers had to continually innovate in Colombia (some of these innovations found their way into the entire product line) because of the “creativity” with which some Colombians would try to “beat the system.”

Those Colombians are the bane of resourceful and entrepreneurial Colombians like the people at Latin American Payments who are using their ingenuity and hard work to make sure their clients are protected from losses.  Incredibly, as happens all around the world, when you are challenged to survive (and thrive) in such hostile circumstances, you come out stronger.  That’s one of the reasons that Jose and Martin are so confident about the future.

Nonetheless, there are competitors.  Paypal is working to penetrate the market further and local competitors are also developing their own solutions and expand to other countries.  Jose and Martin are conscious of this, but believe that 8 years of experience, constant investment in their platform and the ability of clients to collect payments from customers in a variety of ways (overcoming the low credit card penetration in the region) are key assets.

The final asset, they believe, which gives them an edge is the entrepreneurial environment they’ve fomented and the impressive team of young, knowledgeable collaborators they are assembling with the necessary chops to execute on the vision.  Finally, (and for disclosure purposes), I the company its sponsorship of the Founder Institute in Colombia (for which I am the director).

Latin American Payments from Tropical Gringo on Vimeo.

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Piola has gotten quite a bit of use in Latin America from radio stations such as RCN in Colombia as well as organizations that promote startups in the region.  The other day, Tim Draper from DFJ, spoke (using Piola) at a Brazil Tech Valley event.  Hernan and the Piola team know they were onto something when, in 2009, their first event generated over 5k realtime viewers without much marketing.

After testing his product in Latin America, Hernan is ready to promote it to a more global audience and take his company to the next level.  Although he’s lived in Venezuela and Chile, he moved out to the valley because that’s where he feels he has to be to achieve his objectives. He’s already been working with a medical organization and a part of the UN as potential customers.

After hearing Hernan’s story, there are some characteristics that, in my mind, make him a talented entrepreneur:

1. Outlook and energy. From the outset, it’s obvious that Hernan is an extremely positive person as is evidenced by his demeanor (see interview below) and comments.

2. Talent. Hernan likes building and working within a team.  He refers to his co-founding team members as “artists” and measures their talent, but also their commitment to the project before bringing them on.

3. Product Development.  From the get-go, Piola has iterated its product numerous times working out the kinks and developing an API that helps customers and partners deploy the solution.

4. Customer Development.  As the below photos show, Hernan took a road trip throughout Latin America meeting with all kinds of users of the Piola platform. The photos below give a sense of Hernan enjoys his work (check out the last one with Hernan and Tim O’Reilly).

5. Willingness to learn and seek guidance. At a suggestion from his friend, Andres Barreto, he moved over the San Francisco to connect with everything that’s happening in the Valley.  The company has been focused on product and customer development, but are now trying to get some help in deciding on a business model that makes sense.

Talking with Hernan, I was kind of reminded of the talk that the CEO of Airbnb gave at Y-Combinator a few months back about their search for a business model and a product/market fit that could take his company to the next level (he’ll also be checking out a session of the local chapter of the Founder Institute this week).  If that’s a valid comparison, then I think Hernan and his team have what it takes and believe that we should be hearing interesting news about Piola and Hernan in the near future.

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It was only six months ago that I wrote that article for VentureBeat and the NYTimes.com about the fact that US web companies are starting to look at Latin America for strategic acquisitions.  Now, VC’s are looking at countries such as Brazil, Chile and Argentina, but Brazil is, by far, the big blip on their radar screens.

It’s all part of a global trend whereby new players are disrupting established companies in industry after industry by incorporating the ever present web (mobile and otherwise) into their unique value proposition.  These new players enter markets with more competitive business models and start to take share away from traditional companies in industries such as retail, commerce, media, financial services, entertainment and more.

There are a number of reasons why Brazil is in the lead including the size of the country, the investments in infrastructure and the growing importance of that economy on the world stage.  Nevertheless, another reason is the Brazilians themselves (professionalism, creativity, world view, and ability to execute) and, here, other countries in Latin America can learn a thing or two (although, I think Chileans and Argentineans are keeping step nicely).

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It’s important to note that Welcu is not simply a clone of established companies such as Eventbrite and others, but provides some innovation by more thoroughly integrating a social layer throughout its event management platform. The company has an impressive list of previous investors including Oskar Hjertonsson who recently sold his company (along with his cofounders) to Groupon.

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This is a great story, but it’s just great to sit down and talk with people who are super sharp and, at the same time, down-to-earth and open.  Within this journey through the start-up scene in Latin America, it’s been incredibly heartening to discover a core group of amazing individuals, who are also great people to be around.  Some are originally from outside the region, but not all and all.

A common thread is that we all see amazing opportunities for creating start-ups in Latin America as well as the potential for developing a new seed fund to nurture more and more of these start-ups.  He, correctly, mentioned that we should somehow coordinate our activities more among different countries in Latin America.  It definitely makes sense to think about building a core group of sharp individuals in Latin America interested in, among other things, funding and developing new start-ups. We’ll see how this develops.

Additionally, yesterday, I had great video conference with a smart and funny colleague in Argentina about his interest in expanding his company footprint throughout Latin America.  Also, I chatted with some buddies in Austin about an upcoming panel over there on the start-up environment in Colombia (I’m rounding up some interesting panelists).  Well, gotta cut this short, because I’m off to Barranquilla this morning to visit another interesting company.

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According to Kutchera, who has interviewed marketing executives from Ford, Best Buy and other companies, the Latino/Hispanic culture tends to be much more social and less individualistic than other cultures such as that in the states.  The article goes on to cite someone who mentions that Hispanics and Latinos are the fastest growing group on the Internet and will command $1.3 trillion in purchasing power by 2014.

How can Latin Americans take advantage of the understanding of social media and develop new digital innovations? Just as the chinese market has generated numerous home-grown startups that understand the nuances of that local market, I believe the same opportunity certainly exists in Latin America (albeit, taking different size markets into account).

Recently, Simon Olson, a partner at FIR Capital Partners in Brazil, during a recent talk at Standford University, spoke precisely about the available opportunities within that market.  Please click on his name (above) and subscribe to his blog as he’s certainly someone to follow.

In the video below, Simon also mentions how Brazilians, great social media adopters, are working to relay that into innovative startups that leverage social media.In Brazil, the growth in number and quality of startups is incredible.  This should make other countries in Latin America sit up and take notice as Chile, Argentina and Mexico have.

Below is the video from Simon’s talk. It’s excellent and eye-opening for investors unaware of the opportunities in Brazil.

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I really think that companies such as Globant have proven that, if done correctly, one can build a successful business by offering top-notch programming talent to interesting web companies.  Realizing the potential of such an endeavor has as much to do with creating a vibrant company culture in tune with the needs of the programmers and the company’s potential customers.  Here, in Colombia, I think a company such as Koombea, which has won international coding competitions, is further proof that the potential certainly exists.

Eventhough I’ve been looking forward to building my own web app (and a company around it), there are so many things pulling me in this direction, that I just can’t ignore it any longer.  I’ve had qualms about going full force into a services business (like outsourced development), but, after further reflection, it’s finally clear to me that this path has a lot of positives.

Like I said, building a vibrant company culture is a big part of doing this successfully, but I’ve had great experiences doing this for others.  Fifteen years ago, when I moved to Colombia from the states, I got the chance to build a services organization from 2 engineers to more than 20 at Compaq Computer and we achieved such a level of excellence that our country (Colombia) had the best customer satisfaction levels (our measure of success) in the whole world.

The incredible thing is that when I established that BHG (Big Hairy Goal) three years prior, I got a ton of snickers from the team and I’m sure they were convinced that they were dealing with one “gringo loco” (that part was true).  Nevertheless, after five years in the valley (Silicon Valley) and a little flexibility in my adjustment to the Latin American culture, I saw that amazing things were possible.

I’m continuing to develop this project and will, firstly, make sure that I start locating top-notch talent before offering anything to potential customers (startups and other SaaS and web companies).  I’d really like to get some young raw talent that can absorb a ton of high performance culture and values from Silicon Valley type companies instead of going whole hog for senior developers who might have acquired a few too many stodgy bad habits along the way.

What are your thoughts on what I’m embarking upon?

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As I mentioned in a previous post about the workshops I am teaching on Digital Innovation, I believe that the time is ripe to evangelize business men and women from all industries on the possibilities for real differentiation through digital innovation.  The companies we analyzed on Thursday had done an amazing job of marketing, human capital management and bootstrapping, yet they saw even more opportunity ahead thanks to the strategies they were each developing for taking advantage of digital tools.

This was truly an excellent confirmation of my thinking up till this point.  I needed this “sanity check” because of my immersion in technology these past few years.  During my speeches I certainly exposed the opportunities that I felt were available for organizations willing to make use of these tools, but my experience on Thursday was the confirmation I needed.  Here we were hearing entrepreneurs who had come to that exact same conclusion all on their own.

During the next year, I will be executing many more digital innovation workshops and evangelizing these concepts even more.  Organizations that don’t take advantage of digital innovation will, more and more, find themselves at a clear disadvantage.

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