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31 High-Impact Entrepreneurs from 15 Countries Join the Endeavor Network at the 54th Selection Panel in New York City

New York, NY – August 14th – Endeavor selected 31 high-impact entrepreneurs leading 21 companies in 15 countries at its 54th International Selection Panel. Endeavor now supports 948 High-Impact Entrepreneurs from 606 companies across 20 […]

August 14th, 2014 — by admin

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Endeavor Mexico’s Fairtrasa Expands in Europe

Last week, Endeavor Mexico company, Fairtrasa, which produces and distributes high-quality organic and fair trade fruits and vegetables, acquired an established organic trading company in Holland to increase its sales in Europe. With this acquisition, […]

April 18th, 2013 — by admin

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Press release: Ernst & Young Announces Three-Year Sponsorship with Endeavor

The following press release is reprinted from BusinessWire · Jul. 5, 2011 | Last Updated: Jul. 5, 2011 10:45 AM ET

Ernst & Young is delighted to announce a landmark three-year sponsorship with Endeavor, a not-for-profit organization that works with high-impact entrepreneurs in emerging markets to improve and grow their businesses with the goal of transforming emerging economies and establishing entrepreneurship as a leading force for sustainable economic development.

Endeavor is already present in eleven emerging economies (Argentina, Brazil, Chile, Colombia, Egypt, Jordan, Lebanon, Mexico, South Africa, Turkey and Uruguay) and has created over 100,000 jobs; contributed billions of dollars back into local economies and assisted in the creation of hundreds of role models for people to pursue the path of entrepreneurship.

The sponsorship is part of Ernst & Young’s ongoing commitment to entrepreneurial companies in emerging economies around the world.

Maria Pinelli, Global Vice Chair Strategic Growth Markets for Ernst & Young explains, “In emerging markets, entrepreneurship plays an important role in fueling growth, adding jobs and building communities. Endeavor has proven itself to be highly effective at unleashing the power of the entrepreneurial spirit in these markets.”

Ernst & Young will be making available a bespoke course entitled “finance for exceptional enterprises” to all Endeavor entrepreneurs. This will provide them with access to Ernst & Young resources and give them knowledge and technical insight to help drive and accelerate their growth.

Endeavor co-founder and CEO Linda Rottenberg says: “We’re thrilled to be working with Ernst & Young. There’s an incredibly strong alignment between our two organizations’ commitments to promoting high-impact entrepreneurs throughout the world.”

Ernst & Young will continue to actively support Endeavor’s International Selection Panels, held throughout the year, where the organization screens and selects a group of extraordinary emerging market entrepreneurs who have the potential to transform industries, communities, and even countries.

Linda adds, “Endeavor is excited to become a designated supporter of Ernst & Young’s Entrepreneur Of The Year (EOY) program in emerging markets. The linkages are so powerful: earlier this year the Jordan EOY winner was an Endeavor entrepreneur.”

Last week Ernst & Young was pleased to be a sponsor of the 2011 Endeavor Entrepreneur Summit in San Francisco, California. With over 300 attendees the Summit included three days of inspirational keynote speakers, interactive workshops, networking opportunities and breakout discussions that addressed high-impact entrepreneurs’ most pressing needs and challenges.

Ernst & Young is also the key sponsor of the Endeavor Global Entrepreneurship Monitor report to be released on 15 July 2011.

Press release: New LatAm online platform co-founded by Endeavor Entrepreneur announced at Endeavor Summit

Press release reprinted from Business Wire

SAN FRANCISCO–(EON: Enhanced Online News)–During the biennial 2011 Endeavor EntrepreneurSummit, the landmark event hosted by the global nonprofit organization that transforms emerging countries by support high-impact entrepreneurs, the official launch of IDEAME.com was announced as well as the successful completion of its first round of financing.

“There is an extraordinary pool of creative and innovative talent in Latin America which faces obstacles to find funding. IDEAME.com will fill that void by providing the necessary resources for those artists to turn their dreams into reality, and we think it’s a great initiative.”

The fundamental goal of IDEAME.com is to provide financial support for creative and artistic Latin American talent in all their expressions turning their ideas into reality on a global stage. Through innovative social networking and value-added technological services, IDEAME.com will allow creatives and artists to share their ideas with an online community, providing those members with the opportunity to take an active role in the development and execution of various projects and initiatives all on one platform.

IDEAME.com will serve as the conduit for projects by local talent, which often fail to come to fruition due to lack of financing, to be shared and allow the public to participate in creative endeavors of interest and worthy of development, thus capitalizing on the spirit of community and stimulating local economies.

According to Sebastian Uchitel, general manager of IDEAME.com, “The collective financing model, also known as ‘crowdfunding,’ has grown exponentially in recent years thanks to social networking.” Uchitel highlights that: “our platform seeks to secure financing for creative projects in Latin America in a variety of areas, including music, cinema, visual arts, design, fashion, innovation and technology. In the United States, sites like www.kickstarter.com and www.quirky.com, and international sites like www.verkami.com and www.pozible.com.au are already helping creative talent by raising millions of dollars in financing in exchange for gifts and other rewards. We are adapting those successful models on a global level to meet the needs of artists and creative talent in Latin America.”

Mariano Suarez

Wences Casares

The company has secured the support of a group of investors of notable prestige with a solid track record in online and creative throughout the region. “Among the investors are Eduardo Costantini Jr. (who served as executive director of the MALBA Museum for five years, cofounder of MUBI and president of Costa Films), Boris Hirmas Said (vice chairman of Yellow Pepper and a member of the Latin American Committee of the Tate Museum in London) and [Endeavor Entrepreneur and Global Board Member] Wenceslao Casares (founder of Patagon and Bling Nation), just to name a few of the most prominent investors,” added [Endeavor Entrepreneur] Mariano Suarez Battan, the renowned entrepreneur who sold his company Three Melons to Playdom/Disney in 2010 and one of the cofounders of IDEAME.com.

“There is an extraordinary pool of creative and innovative talent in Latin America which faces obstacles to find funding. IDEAME.com will fill that void by providing the necessary resources for those artists to turn their dreams into reality, and we think it’s a great initiative,” said Eduardo Costantini Jr., who will serve as chairman of the company’s board of directors.

The company plans to launch the platform in August 2011. The market rollout will initiate in Argentina and Chile and later on expand to other Latin American markets, including Mexico, Colombia and Brazil.

Notes from Colombia: Where does entrepreneurial motivation come from?

Oriana Torres has been working at Endeavor Colombia since March 2007 in Entrepreneur Services. She posts regularly on her blog, Entrepreneurial Discovery, about all things having to do with entrepreneurship. She is a Business Administrator, has a diverse professional background and has worked in five countries in Latin America, Europe and Asia. She used to own a restaurant in the north of Bogota, called Sizzlers. Oriana speaks Spanish, her native language, English, German and a bit of Portuguese. This fall, Oriana will begin pursuing an MBA degree at Babson’s Olin School of Business.

The following are excerpts from a recent post called:

When No One is Watching…

I have been following Seth Godin’s blog for some time and I especially like his concise, powerful messages. He is the author of ten books that have been bestsellers around the world, influencing the way people think about marketing, change and work.

I was drawn to a recent post of his called “Self-directed effort is the best kind.” It made me think about how many things we do because we have to, versus how many things we do because they genuinely matter and mean something to us. I quickly did the exercise Godin describes and discovered that the balance for me was pretty good: there were a bunch of things that I do because I care and technically enjoy doing, while there are others I do because I have those metaphorical policemen watching over me.

I don’t think that it is necessarily bad to count on such policemen to provide incentive to behave a certain way. It’s not ideal, but it’s not really an issue as long as your self-directed actions exceed the quantity of the stuff you need extra incentive to do.

I’m not an expert, I’m just drawing from Godin. This is a blog about entrepreneurship and therefore, I couldn’t help thinking about this in the entrepreneurial context. I immediately thought about Endeavor.

The first thing is that Endeavor, in the context of Seth’s post, is an army of policemen that force our Entrepreneurs to excel beyond what they would do on their own. I am aware that the word “force” is very strong, but after having worked as an Entrepreneur Services Manager for more than four years at Endeavor Colombia, seeing first hand how Entrepreneurs respond to our services, I feel confident that that Endeavor makes a difference not only through sharing knowledge. The real difference is in our capacity to act as “accountability agents” for Entrepreneurs. We are always there to remind them of their commitments: they need to create a business plan to move to the next level, or hire a manager, put together a board of directors, or even more simple things like analyze their financial statements to look for possible red flags. I am 100% sure that 90% of our Entrepreneurs want to and can do all of these things themselves, but for some reason they need the extra motivation. It’s not just a matter of knowledge, it’s about self-directed drive. The question for me, is where does the self-direction come from.

I had a debate recently with some colleagues about Endeavor’s role in Entrepreneurs’ project implementation. We disagreed about how involved the ESM — Entrepreneur Services Manager (also called Key Account Manager in our jargon) — should be in the Entrepreneur’s day-to-day activities in order to keep them on track and make sure things got done. Ultimately, our model only works if the Entrepreneurs execute the things the mentors advise in a timely way. Some people were adamant that “self-directed effort” had to drive the process and set the pace. Other people (like me) thought that we are actually there to provide any oversight that helps them go beyond what “self-directed effort” allows, even if this implies an important investment of time and energy. In the end, it’s the same time and energy that the personal trainer puts in to make you burn 700 calories instead of 500, as Seth’s analogy suggests.

So I ask my readers: what do you do when no one is looking? What do you make when it’s not an immediate part of your job? How many push ups do you do, just because you can?

Fast Company: Endeavor Summit means “serious business”

Unlike typical conferences that “generate more heat than light,” the Endeavor Entrepreneur Summit in San Francisco last week had real business impact, says Fast Company blogger Rob Salkowitz. The hundreds of Endeavor Entrepreneurs in attendance learned as much from each other as they did from the scores of successful global business executives and top-notch VCs who presented at the conference. Click here to read the entire post from Fast Company.

As the post highlights, Summit speakers shared the importance of having a controversial (but correct!) strategy and of thinking globally from the beginning to attract foreign investment. Workshop discussions tackled critical design, leadership, talent management, and innovation issues, among other topics.

Attendees also heard from some of Endeavor’s most successful Entrepreneurs, including Mercado Libre cofounders Hernan Kazah and Nicolas Szekasy and SySDSoft founder and CEO Khaled Ismail. According to Salkowitz, this not only validates Endeavor’s program and entrepreneur selection process, but it fulfills “the organization’s core mission of nurturing and promoting world-changing businesses in the parts of the world where change means the most.”

Steve Welch of IBM talks about the development of Watson at Endeavor Summit

In mid-February of this year, NBC broke its ratings record as millions of American viewers tuned in to a see a game of Jeopardy! The impressive turnout wasn’t due to a collective bout of nostalgia, but interest in a particular unique contestant. Watson, a super-computer engineered by a team of 24 researchers at IBM, made history as the first non-human contestant to compete on the game show and beat the defending champion, effectively earning a one million dollar prize and awakening the world to a new brand of artificial intelligence.

Steve Welch, a Distinguished Engineer and Manager of Health Informatics for IBM and a member of the team that worked on Watson, spoke at the Endeavor Summit this summer about the engineering behind Watson’s development and the implications of this innovative technology for the world.

The biggest hurdle in developing Watson, Welch said, was getting a computer to understand natural human language. Unlike computer code, equations, or the key search terms we usually use to ‘talk’ with our computers, human language is nuanced, ambiguous and contextual. Years of experience and cognitive processes go into any form of verbal human communication, making it virtually impossible for a computer to decode. The breakthrough came in the form of a new paradigm that was created by an IBM summer student. His system reconfigured the way computers process language and provided IBM with the framework that would eventually define the super-computer’s consciousness.

Watson’s ‘brain’ is composed of seven banks of processors and 2,800 cores. The team of engineers and researchers behind his development spent years inputting thousands of pages of data into Watson’s knowledge base that could be called upon when answering questions on Jeopardy (Watson was not connected to the Internet during the game.) Unlike traditional search engines, Watson weighs supporting evidence for a number of different answers before producing a response. When it reports an answer, it can also provide the evidence that led to it and a level of confidence in the findings. Just like a real human, Watson learns to trust different sources of information based on past experience.

Watson’s development marks not only an innovative leap for technology, but also for art. IBM went to great lengths to develop Watson’s humanity, bringing in a voice actor to record thousands of lines and sounds as the basis of Watson’s ‘voice,’ and hiring a generative artist to design Watson’s face. The image created is a swarming globe that has 27 different states to illustrate Watson’s various moods – when he is very confident in is answer, the globe will swarm towards the top of the screen and glow green.

A member of the audience asked Welch where Watson was now: has it retired on its earnings to a life of leisure? Of course not. For now, Watson is an IBM employee working in healthcare and finance, two industries where there is an influx of information to be processed and analyzed. In the future, IBM hopes to develop practical applications for the Watson technology that will create benefits in many different facets of society.

eMBA Field Report: #Tahrir

By Andrew Smeall

Andrew is an MBA student at NYU’s Stern School of Business and is spending his summer as an eMBA at Hindawi in Cairo, Egypt. Enjoy his insights on life in an area that has received much attention of late…

I was certainly a bit nervous to assume my post in Cairo this summer, with articles like this quoting residents about the sense of danger in the city.

Upon arriving, however, I found the city quiet and friendly. Other than the looming, burned-out husks of the NDP headquarters and the Arkadia shopping center (which some bloggers have suggested preserving as memorials to the revolution), few visible traces remained of the January 25 demonstrations. Cairo appeared to be its normal, bustling, crowded self.

But apparently my visit has been anything but typical for this country, usually so dependent on tourism. On my first weekend here I wandered around an empty Egyptian Museum, and found myself almost alone in the room with King Tut’s treasures (normally it looks more like this I am told). The next week, I explored a sedate Khan el-Khalili market. Instead of the shoulder-to-shoulder squirming I was told to expect, I was able to ignore the hawking of the few active shopkeepers from within a large peaceful bubble of personal space. The economic situation here is precarious; the New York Times reports tourism is down 40%, which translates to a 2.5% decrease in GDP.

Cairo seemed to see the arrival of a visitor, any visitor, as a welcome sign that that recovery was on the horizon. I have been showered with friendliness and optimism. To my extremely untrained eye, however, I got the sense that the nation was holding its breath–no one seemed sure who was taking charge, no one seemed to think the country was ready for free elections in September, and a post-revolutionary sense of nationalism and divisiveness seemed to be growing. The system was clearly under intense stress.

The first cracks appeared yesterday, as Tahrir Square erupted in violence for the first time since February. The KFC I had eaten at on Tuesday while getting my work visa processed was looted and burned. About 1,000 people were injured in clashes with the police–who eventually ceded crowd control to the army–and sit-ins continue today.

Through all this, work at Hindawi goes on. We are located in the southeast of the city, and my commute to work passes over and around Tahrir on the giant flyover 26th of July Bridge. Although you can see smoke rising in the distance, the roads are clear and traffic is flowing (or what passes for flowing in Cairo) smoothly. Endeavor Entrepreneur Ahmed Hindawi and the staff here have been extremely welcoming, and I have been invited to join the strange Hindawi ritual of daily strategy lunches at the local Chili’s, of which I am now the Foursquare mayor.

Apart from our lunchtime brainstorm sessions, my work has focused on developing uFollow.com, a content aggregation platform. The site is not only one of the best ways to search for written content online, it also offers one of the only ways to follow specific authors across different platforms. While the project is a fairly straightforward marketing challenge, it comes with some interesting wrinkles.

With Egyptian wage levels, Hindawi can afford to do something that a start-up in the US never could: employ a team of highly-educated, talented researchers to comb the web looking for excellent content, build custom XSLT files to crawl thousands of sources and find bios and photos for nearly 40,000 authors. The same staff, however, struggles where a US start-up would thrive. Almost no one at Hindawi actually uses uFollow, and at times there seems to be a disconnect between the staff and the product or its audience.

So my challenge for the next six weeks: build a strong and engaged user base for uFollow, try and get a tech evangelist or two to back the product, avoid getting blown out of the water by Google+, and develop a long-term HR solution so that Hindawi can manage and build the community going forward.

I hope all of my fellow eMBAs are well, wherever you are in the world, and sorry for being so long-winded!

Tips for decisive leadership in times of crisis – by Wharton Professor Michael Useem

By Michael Useem (reprinted from Under30CEO).

Imagine yourself in this position: Less than five months ago, you were summoned from the private sector to join a newly formed national government. Your background is in retail; now you are heading up the nation’s mining industry. You are abroad on a state visit, still working to come up to speed, when word reaches you from your home office that there has been a mining disaster — a cave-in deep below, death toll unknown, nearly three dozen missing.

Or envision this: For decades, your financial services firm has sailed along. Not only have revenues soared; your company has also earned a treasured AAA credit rating while creating an extraordinary wealth engine: a little giant of a division that insures against debt defaults, including subprime mortgages. Continuing prosperity seems predictable, but suddenly the market implodes. Subprime mortgages turn noxious. Lehman Brothers goes under. Your AAA rating slips to AA, then A-; and with the downgrades, you have to post billions of dollars in collateral that you simply do not have. This boat is sailing straight toward a roaring waterfall, and you are standing at the helm.

Or this one: The enemy has surrendered after a four-year conflict that has left more than half a million dead, and your army commander has assigned you to arrange one of the war’s crowning moments, the formal surrender of the enemy’s most venerated army. The tone, the texture of the ceremony, the formalities of receiving the enemy — they are entirely for you to craft.


These are not, of course, hypothetical or anonymous events. Laurence Golborne, the new mining minister for the Republic of Chile, was visiting in Ecuador on the night of August 5, 2010, when his chief of staff back in Santiago sent him a simple but urgent text message: “Mine cave-in Copiapó; 33 victims.” Twenty-eight hours later, at 3:30 a.m. on August 7, Golborne arrived at the remote site of the mining disaster in the Atacama desert of northern Chile. Soon, hundreds of millions of people around the globe would be witnessing one of the greatest mining rescues of all time.

(more…)

Winners of the 2011 Endeavor Awards announced

Last night, on the second day of the Endeavor Global Summit in San Francisco (#eSummitSF), the 2011 Endeavor Awards honored some of this year’s most impressive Endeavor Entrepreneurs and their companies. Out of an incredible group of nominees in each of the 12 categories, the following were selected as this year’s winners:

Highest Percentage of New Jobs Created in 2010: Atakama Labs, Chile

Most New Jobs Created in 2010: Globant, Argentina

Fastest Growing Company of 2010: Daniel Espinosa Studio, Mexico

Most New Revenue Created in 2010: Globant, Argentina

“Rookie of the Year” – Fasting Growing New Company Selected in 2010: Keepcon, Argentina

Country with Highest Portfolio Representation: Mexico

Country with Most Overall Attendees: Brazil

Emerging Market Mentor of the Year: Nicolas Szekasy, Argentina

Global Mentor of the Year (tie): Wences Casares & Diego Piacentini

Veuve Clicquot High-Impact Female Entrepreneur of the Year: Leila Velez, Beleza Natural, Brazil

Endeavor Entrepreneur of 2011: Juan Carlos de la Llera, Sirve, Chile

Congratulations to these individuals and companies and the high-impact opportunities they have created.

Linda Rottenberg discusses emerging market entrepreneurship in interview with The Street

In an interview with The Street at last week’s New York Forum of business leaders and thinkers, Endeavor CEO Linda Rottenberg highlights the role of entrepreneurs in Emerging Markets. Read more about the panel entitled America, The Ordinary?, on which Rottenberg spoke.

Please click HERE to view the interview.

Interview transcription of Linda’s comments:

Endeavor operates in emerging markets around the world, so we have operations in Latin America, the Middle East, South Africa. We’re about to launch in Indonesia, looking at Poland. So we’re looking broadly at the Emerging Markets, and I think we’re seeing a few different types of innovations emerging.

One is what I call emerging markets parallels – or some people call them the Emerging Market Copycats. We have a company in Argentina that created the e-bay of Latin America, MercadoLibre and was able to take it public on the NASDAQ. We have, a friend of mine Fadi Ghandour, who created the FedEx of the Middle East created Aramex—took he that public on the NASDAQ.

What’s interesting is those companies—those entrepreneurs—are becoming the angel investors and the mentors for the next generation. So for example, in actually both Latin America and the Middle East, we’re seeing a lot of gamers and we’re seeing actually a company called Globant that’s doing all of the back end content provision for Disney, Electronic Arts. So you’re seeing content and gaming started from these countries but actually supplying U.S. companies.

The other thing is we’re seeing about 50 percent of the high-impact entrepreneurs that Endeavor supports coming not in high tech sectors, not in consumer internet. They’re looking at retail and consumer goods and making stuff. They’re starting in retail and consumer goods or supply chain companies, but they’re the engines of growth, and not only that: they’re looking not only nationally but internationally—a new phenomenon that I was talking about on stage in the New York Forum was the idea of E to E: Emerging Market to Emerging Market.

So I think that when we look at the next wave of innovations, I think of course Americans will still have LinkedIn and Facebook and Zinga, and we are not going anywhere. But I think we’ve got to be global from the start looking at these companies. It’s no longer this statement I heard in Silicon Valley: “It’s Florence in the Age of the Renaissance. Why would we look anywhere else?!” We have to look internationally from the beginning, and I think we are going to find some Emerging Market innovations that we then adapt back here.

Endeavor Entrepreneur David Assael on building the largest architectural community online

Endeavor Entrepreneur David Assael, founder of Plataforma Networks, started and continues to expand what has become the most popular architecture site on the web. With fresh content and relevance, an innovative and profitable business model and thousands of daily readers, the site has put Assael on the map – and literally has helped put new architecture on the map of cities around the world. The following article from the Chilean news source La Tercera (translated from Spanish) details the history and growth of the Plataforma Networks.

In five years, Platforma Arquitectura has become an online phenomenon with 50 thousand daily visitors.

An anecdote speaks to this success: One year ago, David Assael was invited to a conference in Israel. “One of the architects asked me if by any chance I knew of Archdaily.com. Clearly, I told him, I am one of the creators and I’m also a founder of Plataforma Arquitectura. He looked at me amazed. He couldn’t believe that these sites came from Chile and not Silicon Valley,” the founder of the two most visited architecture sites in the world recalled.

It all started in 2005 with Católica University grads David Assael and David Basulto’s first web project, Platforma Urbana, a site that brings together information on urban building and style and that after a year expanded to Platforma Architectura.

In a matter of months, the website that tried to put Chilean and Latin American architecture on the map became one of the most visited sites: from 14 daily visits to 50 thousand. Soon they decided to replicate their model, but in English, under the name of ArchDaily. The phenomenon continued, growing today to 200 thousands daily visits mostly among U.S. users. The company also expanded and now employs about 40 people in three offices in Providence.

“Since the beginning we had to be clear that the principle actors were neither the people who built the site nor the state that regulates it, but rather the people with the purchasing power who decide where they want to live. The idea is to inform and generate discussion about the problems of a city and the existing architecture,” said Assael. “Suddenly, we realized that we had become the source for architecture publications, students, professors and the general public.”

The site isn’t just about Assael’s taste and perceptions. After being published on the site, foreign and local architects and firms like Polidura, Talhouk and Drn Architects, have become known in the industry. David Barragan, an Ecuadorian, spoke to this: “There is a before and after Casa Pentimento on Plataforma Architectura. It was overwhelming. Publications started calling us, we were invited to conferences and workshops and we were even invited to participate in an architectural showcase in Abu Dahbi.”

The Role of Heritage
With the success of Plataforma Urbana, the site space Plataforma Patrimonio emerged as a place for people to discuss news and themes about how to rehab traditional neighborhoods and classic architecture. “Heritage is one area in which we don’t do very well in Chile. European countries didn’t give due weight to for a long time but then they realized that it’s vital to preserve their own culture and roots,” says the architect.
“The major problem today is that we don’t have the institutional framework required to regulate historic property. You can’t freeze the houses, so the idea is to identify, protect, invest in and improve heritage properties. Today, a person who has a home declared a heritage site must maintain it. He can’t sell it or improve it. The state should become more responsible,” said Assael.

So, as its first initiative, the site provided extensive coverage of Heritage Day, in addition to publishing articles related to preserving architectural heritage. The idea is to continue this conversation in a familiar language. For Assael, this has been the great contribution of his online projects and it will continue to be so: “We are not interested in passing the role on to someone else. We don’t want to become a fetish but rather a source of utility. We like to be an everyday tool.”

The architectural world appreciates this mentality. “We check it often, above all to be up on major themes and controversies. I like the definition they give: ‘The best architecture in the world, as soon as possible’,” says the architect Sebastian Gray. Meanwhile, Albert Tidy, Director of the Architecture School of San Sebastian University, highlights above all the “magnitude and freedom” of the medium: “It has become an essential reference for architects.”

To make the company sustainable, Assael and Basulto invented a profitable business model in which some 20 companies in the construction field pay to advertise their products on the web. “The architects need to know what the appropriate brick or cement for their work is. Now we are the intermediary between suppliers and architects,” Assael said.

For now, the goal of the architectural techs is to continue positioning their websites across diverse landscapes. So far, they haven’t done bad. In the last three years they’ve met with the king if Spain, Saudi Arabia and the president of Israel. In March, they gave a lecture at Harvard, and two weeks ago they were invited to the annual of the American Institute of Architects in New York. “More than creativity, the key to everything has been perseverance. There are many projects that start, last six months, and fall apart. We were focused for five years on starting and building this and now we will persist,” concludes Assael.

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