Consultants are playing an increasingly important role in a world where tomorrow is never certain and companies have increasingly larger social responsibilities.

Adriano Bravo

Managing Director, Petra Group

Petra Group was established 10 years ago and currently has operations in six Latin American countries: Brazil, Colombia, Mexico, Peru, Argentina, and Chile. We also serve global projects in Nigeria, Angola, Saudi Arabia, and the UAE. Initially, we were projected as an international hub for the recruitment of experts and professionals for positions such as CEOs, reservoir directors, and drilling directors. Our staff are experts in the oil and gas industry. Petra combines traditional hunting techniques with the new reality of the sector. We focus on generating a strong network of specialists and managers. We are specialists in market intelligence, which allows us to reach people. Petra uses technology in its processes, and we have a software company focused on technology for human resources. We have diversified the business, allowing us to give our clients a much broader profile so that they can provide the best quality in the shortest time possible. We are working hard on two segments: renewable energy, which is gaining momentum in the region, and banking and financial services. We work with some of the largest regional banks. Currently, banks are investing heavily in digital transformation in order to keep pace with the rest of the competition, especially fintechs. More investment means job creation, new projects, and opportunities.

Juan Darío Gutiérrez

CLO, Gutiérrez Group

Real estate is a great opportunity, which is why we have an entire real estate division, although we have also focused on the agriculture industry, where there is tremendous growth potential for the country to explore. In the eastern plains of Colombia, we have a vast amount of land that is perfectly profitable and widely suitable for agriculture, but is not being used efficiently. Tourism is also growing notably here, at three to four times the world average. There are subsectors offering opportunities because the bottom line is that the country has been secluded from the world for 60 to 70 years. Therefore, a sizeable part of the world does not know what this country is all about and the opportunities it boasts. Medellín has been growing in terms of business and recreational tourism. We mix tourism with real estate developments, with several buildings and properties not only in Medellín, but also in other cities like Cartagena. On the agricultural industry side, we are active in the eastern plains of Colombia, where we engage in forestry plantations. We started planting trees on a large scale a few years ago, starting with 1,000ha before launching multiple 1,000-ha projects. We will launch our ninth project in 2020, which makes close to 9,000ha and approximately 1 million trees per project. Soon, it will be close to 10 million trees.

Lisandro Pérez

Partner & Managing Director, Colombia Kearney

In Kearney, we focus on management consulting. For our Latam expansion, we sought a country that had macroeconomic stability, a strong business network, and qualified talent, and Colombia was the right choice. Since I joined the company in Colombia, we have grown from six consultants to 30. In the private sector, the focus is on making companies and clients more profitable in a sustainable way. For example, some clients look for strategies to reduce carbon emissions and contribute to climate change mitigation. Another part of our growth strategy is to proactively foster diversity and inclusion, especially in Latin America. We started at home, with strong policies to support a diverse base of collaborators. Another service we provide is digital transformation. To that end, we are complementing Kearney's capabilities in acquiring and establishing alliances with companies that specialize in data and digital services. Supporting our clients in developing their strategies has always been one of our key service lines; however, the way companies design their strategic plans is also changing. In a rapidly changing world with increasing uncertainty, the traditional five-year plan is obsolete. Our scenario planning approach looks at key variables with high business impact and great uncertainty to describe possible futures and define action plans in the event they materialize. The scenario planning methodology is a new way of looking at the future and building capabilities to be prepared.