Selected Work

Growth challenges across digital products.

Selected cases showing how I approach growth problems through customer insight, product strategy, segmentation, experimentation, go-to-market and data.

Different growth challenges, but a common approach: identify the real constraint, find the metric that matters, and translate insight into scalable execution.

Experience at scale

Context on the scale of the products, businesses and markets I have worked across.

12+
years across digital products, marketing and growth
45M+
regional product reach across Mercado Libre / Mercado Pago consumer finance
4M+
monthly active users at scale in Mercado Crédito
USD 2B+
portfolio scale of the Mercado Crédito business
AR · BR · MX
regional experience across Argentina, Brazil and Mexico

Case 01

Ripio

Crypto / Digital Assets

Simple DeFi / Automatic Yield

From idle custody balances to activated assets and recurring value.

Strategic takeaway

The strategic shift was from measuring feature adoption to measuring assets activated.

Business context

Ripio's revenue was strongly influenced by trading cycles. An opportunity existed in assets that users already held in custody but had not activated into yield-generating products.

Simple DeFi / Automatic Yield allowed eligible users to activate assets and generate yield after a one-time enablement.

Problem / insight

Initial adoption could look healthy when measured by the number of users enabling the feature, but enabled users did not contribute equally.

A smaller group of lower-engagement users held a disproportionate share of eligible assets. The relevant metric was the amount of eligible assets activated, not enabled users alone.

Strategic shift

Before

Users enabled

Strategic focus

Assets activated

What I led

  • Redefined success around activated AUC / AUM rather than user count alone.
  • Prioritized users with meaningful custody balances.
  • Developed segmentation based on expected asset impact.
  • Used high-touch concierge channels where expected value justified the cost.
  • Coordinated Product, Data, CX, Commercial and owned channels.
  • Kept paid acquisition secondary because the opportunity was primarily within existing balances.

Impact

~60%

eligible AUC activated, amount-based

~80%

of high-AUM users enabled Simple DeFi

Most progress occurred within approximately three months of a roughly six-month initiative.

Learning

Growth is not always about increasing adoption volume. Sometimes the biggest opportunity is identifying which users or assets actually move the underlying business metric.

Case 02

Ripio

Growth / Segmentation

High-Value User Strategy

From mass acquisition to value-based growth.

Strategic takeaway

Same budget, better user quality.

Business context

User value inside Ripio was highly uneven. Two users could both complete KYC while having dramatically different potential impact on balances, activity and long-term value.

The challenge was not simply to acquire more users. It was to improve the quality and activation potential of users entering the funnel.

Problem / insight

The opportunity had two dimensions: improve first-trade activation among affluent or high-potential users already entering the product, and increase their share across acquisition channels.

Compliant third-party financial signals could enrich profiles after KYC, while source-level analysis showed that higher volume did not always mean higher expected value.

Strategic shift

Before

Volume-based growth

Strategic focus

Value-based growth

What I led

  • Developed a value-based growth strategy and segmentation for high-value users.
  • Used concierge activation for selected cohorts.
  • Analyzed acquisition source quality and improved paid-media signals.
  • Developed value-based tiers such as Platinum and Black.
  • Coordinated Paid, CRM, WhatsApp, Commercial, BI/Data and Lifecycle teams.
  • Built dashboards to monitor high-value share, activation by segment and source quality.

Impact

7% → 11%

high-value share of acquisition

1% → 4%

first-trade activation among high-value users

These improvements increased the pool of activated high-value users without increasing the overall acquisition budget.

Learning

Acquisition volume alone can hide important differences in user quality. Growth strategy improves when acquisition, activation and segmentation are connected to expected customer value.

Case 03

Mercado Crédito / Mercado Pago

Product Growth / Consumer Finance

Scaling Credit Beyond the Pre-approved Base

From a constrained pre-approved model to scalable product access.

Strategic takeaway

The growth constraint was the product access model itself, not marketing efficiency.

Business context

Mercado Crédito initially relied heavily on users who had already been pre-approved for credit. Risk discipline protected the portfolio, but constrained the universe of users who could enter the product.

Even as activation improved, the size and characteristics of the pre-approved base created a ceiling for growth.

Problem / insight

The constraint was not only communication or visibility. The underlying growth model limited access.

A controlled application flow could let more users request access, begin with smaller limits and expand based on observed repayment behavior.

Strategic shift

  1. 01Pre-approved only
  2. 02Application
  3. 03Initial limit
  4. 04Repayment behavior
  5. 05Expanded access

What I led

  • Advocated for an apply-for-credit-line model.
  • Helped define low initial limits as an entry mechanism.
  • Used BNPL as an initial product experience tied to a real purchase or payment moment.
  • Worked across Marketing, Growth and Product strategy.
  • Coordinated Risk, Product, Finance, Legal, CRM, Paid Media, Marketplace and Mercado Pago stakeholders.
  • Helped turn the approach into a scalable go-to-market growth engine.

Impact

The application-based model became an important growth engine, expanding access beyond the pre-approved base while controlling exposure through initial limits and repayment-based progression.

Business scale

4M+

monthly active users using Mercado Crédito

USD 2B+

portfolio value at business scale

Learning

Sometimes growth is constrained by the architecture of the product or eligibility model. The Growth and Product opportunity can be changing how users enter the product itself.

Case 04

Mercado Crédito / Mercado Pago

Product Growth / Data

Predictive Credit Activation

From product eligibility to user intent.

Strategic takeaway

Eligibility says who can use a product. Propensity helps decide who should see it, when and where.

Business context

Mercado Crédito operated across installments, payments, loans and cards through a shared credit relationship. Many users had credit lines available but had never used them.

At the same time, Mercado Crédito, Mercado Pago and Marketplace competed for the same communication and product surfaces.

Problem / insight

Being eligible did not necessarily mean that a user had intent to use the product.

The business needed a better method to determine who should see credit messaging, when they should see it and where the product should be prioritized.

Strategic shift

  1. 01Eligibility
  2. 02Propensity
  3. 03Prioritization
  4. 04Experiment
  5. 05Product placement

What I led

  • Identified the need for a first-use propensity model.
  • Defined the business logic with Risk, Data and Business teams.
  • Translated the propensity score into marketing and product prioritization.
  • Created cohorts and control groups to test the model.
  • Used experimental results to gain adoption from Marketplace and Mercado Pago teams.
  • Expanded the model beyond CRM into Marketplace, Mercado Pago and checkout prioritization.

Impact

80-90%

higher first-use activation among high-propensity users

~1.5x

checkout lift from propensity-based payment prioritization

Learning

Product Marketing and Growth create impact beyond communication. They can influence where a product appears, when it appears and which users should receive it.

How I work

I approach Growth and Product Marketing as business levers, not communication layers.

  1. 01

    Start with the real objective

    Understand the business objective, user problem and KPI before choosing a channel or solution.

  2. 02

    Find the metric that matters

    Look beyond surface metrics to identify what actually changes product or business performance.

  3. 03

    Segment intelligently

    Different users have different needs, behaviors and expected value.

  4. 04

    Experiment before scaling

    Use tests, cohorts and feedback loops to validate decisions and build internal alignment.

  5. 05

    Lead cross-functionally

    Connect Product, Data, Marketing, Finance, Risk, Commercial and Operations when the problem requires it.