MAURICIO PRIETO
Though Lennken Group first started in the insurance sector, it is looking ahead to future digitalization opportunities in the healthcare and logistics sectors brought on by COVID-19.
BIOGRAPHY
Mauricio Prieto has been CEO of Lennken Group for over 20 years and offers consultancy in business, technology, and human capital management and processes to more than 100 companies in Mexico, US, and Latam. In the last 10 years, he has dedicated himself to innovating the development of solutions to improve business models and business administration for the finance and insurance industries.
What added value does Lennken Group's app offer compared to others?
After the app launch, we put in a great deal of research development and investment into its processes. The main issue we face with the app is not only the end-to-end point of communication but also knowing the process itself and its major issues, such as fraud prevention. The other issue is integration with the third parties that the insurance company has in the process already. Administration and control of the whole process requires attention, for example, when configuring the ERP system in the back office of the insurance company and the valuation process to determine the value of the crash and cost of repairs. You have to integrate the third parties, so it is not only the ability to perform the process in the application, but the ability to know the process and do it in a more integrated, faster, and cheaper way. Before we approach companies, we do a business case before we make a sale and perform this with the insurance company with our financial and insurance specialists. If we agree that the business case works well with their objectives, we put a budget in place based on the financial decision. We have three of the biggest insurance clients, which is why we have more traffic accidents than our competitors.
Is the company's main focus insurance companies or does it also serve other sectors?
The Lennken Group has 13 business units in the group, and we are extremely integrated with a customer-centric strategy. We placed the customer at the center and then took a 360-degree look to understand how to solve possible problems and issues, which could be human resources, digitalization, mobile enablement, or even simple services like the integration of security issues or ERP. The main strategy is to be specialized in some sectors, but we have the necessity and capability to do it with different types of clients. Currently, we have more than 200 active customers. We have performed 1,116 projects since we first appeared in the market 17 years ago.
Where is IT talent clustered in Mexico?
In Mexico, there are five clusters of IT experts: Mexico City's metropolitan area, Monterrey, Guadalajara, Querétaro, and Mérida, which is not entering the IT sector. There are some gaps in terms of the salaries, experience, and capabilities of the five regions. If we want to retain our people, we need to give them more challenges and experiences with different customers instead of providing higher salaries. Having a career path within a company does not happen much in the IT sector, where experienced staff try to earn more money by changing companies, but this results in the average tenure of staff being two or three years. We tackle this first with our software factory in Sonora, which is growing, though not as quickly as Monterrey or Guadalajara. This means we can slow down the average to four or five years. In three or four years, we can provide training and bring them into a different level of skill and capabilities.
What are the priorities for growth in the medium to long term and in which sectors in particular?
The first will be industries in which the COVID-19 pandemic is bringing challenges we need to solve with digital transformation. For example, all small and medium retailers were unable to quickly provide digital end-to-end solutions, meaning there are many opportunities there. Another will be companies that have to control mobile processes, like companies with many technicians. Another area will be healthcare, specifically concerning issues such as going to a doctor or a hospital, or requiring medical attention. There are also providers that are not well-linked that need to have connections to the healthcare industry. There is a healthcare, logistics, and technology gap that needs to be addressed, and we have a strategy to penetrate this market.
MAURICIO PRIETO
TABLE OF CONTENTS
Focus
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