Federico Villalobos. From a Traditional Distribution Model to a Technology Innovation Company. By José Martín Rodriguez. Innovation is not a project, it's a way of running a company. Innovate before you react. One of the most important lessons was understanding that innovation never ends. When an organization depends on a single person to make all decisions, inevitably limits its growth. On this occasion, I had the opportunity to speak with businessman Federico Villalobos. After having worked together on a project many years ago, Federico Villalobos's story is, in essence, a story of constant transformation. What began as a distribution business evolved, thanks to strategic vision and adaptability, into a diversified business group with a presence in financial technology, digital payments, and real estate development. How is Multicom born? Thanks to my experience in the telecommunications industry, working in cell phone stores in El Paso, I was able to identify a clear market need and an opportunity to offer a better solution to businesses. By analyzing consumer trends, I recognized the potential to boost this business, even though there was already a well-established competitive landscape. At that time, I thought obtaining distribution would be a relatively simple process. However, the reality was quite different. The market was dominated by companies with a strong position and established distribution channels. So breaking into the market as a new entrant presented a significant challenge. It was a process that demanded perseverance, strategy, and the conviction that there was a space to offer a value proposition. Many entrepreneurs have good ideas, but very few manage to make them big. Companies grant them distribution rights. How did you manage that? It wasn't an easy task. As a startup, gaining the trust of large companies was a challenge. At that time, the market was highly consolidated, and opening up spaces for new distributors was not common. The process required a great deal of persistence, preparation, and patience. We had to demonstrate that we had a solid project, the necessary operational capacity, and a long-term vision. After consistent work and overcoming various obstacles, we managed to secure that opportunity and turn it into the starting point for continued growth. Once the distribution was obtained, their growth was very rapid. That's how it was. We started distributing in Ciudad Juarez and gradually expanded to Chihuahua, Torrean, and other cities. Later we grew into Baja California, Nuevo León, Tamalipas, Coahuila, and San Luis Potosi. We eventually operated 16 branches. Our model consisted of distributing phone cards to thousands of small grocery stores. It was a fully operational model that required an army of collaborators. Coordinating an operation of that size must have been very complex. It was enormous. We ended up having around 375 employees, salespeople, supervisors, auditors, security personnel, it was practically an army. It was a large-scale operation that required constant coordination to keep the routes, audit processes, inventory control, and reconciliations running smoothly in different cities. Managing a structure of that size meant making decisions every day, optimizing processes, and ensuring that each area operated efficiently. Undoubtedly, it was a very demanding business with constant problems of theft, inventory discrepancies, and all the challenges inherent in running a company. But it was also an experience that strengthened our ability to manage complex operations and grow in an orderly fashion. What was the most difficult moment for the company? When physical phone cards disappeared, our business was deeply affected. Suddenly the migration to electronic top-ups began, points of sale started requesting less product, and in a very short time our sales dropped dramatically. It was not a seasonal problem, it was clear that the market was changing. That's when I did a very cold analysis. I understood that maintaining a structure of almost 400 people would no longer be sustainable. We had to change. It was a very difficult decision because it involved transforming an entire company. That period taught me one of the most important lessons of my business life. Businesses change, technology changes, consumers change, and if a company doesn't change with them, it disappears. When the phone card business started to decline, many companies simply closed down. You guys changed, please tell me about it. We began by migrating from the physical handling of cards to electronic platforms. It was no longer just about selling a product. Now we had to develop technology capable of processing transactions in real time. That meant completely changing the company. We went from being an organization focused on logistics and distribution to becoming a technology company. It was a huge change. What changed within the organization? Everything. Before, we needed hundreds of salespeople traveling to different cities, supervisors, vehicles, and distribution centers. Then we started needing software engineers, IT infrastructure specialists, developers, cybersecurity experts, and systems architects. The company stopped depending on the physical movement of goods and began operating on digital platforms. It was a complete transformation. Customer needs have changed, driven by digital transformation, so we've expanded our catalog to include digital products such as mobile phone top-ups, bill payments, gift card sales, entertainment platforms, video games, music, and streaming. We work with international brands like Amazon, Uber, Nintendo, and Xbox, among others. What did you learn from implementing this new model? Every year, new products, new platforms, new technologies, and new ways to pay emerge. That's why businesses must constantly evolve. You can't assume that what works today will still work in five years. When did WALLIAP appear? Wally App emerged as a natural part of that evolution. We had already developed in payment processing and technological infrastructure, so we decided to create a platform with much greater capabilities. Through the development of platforms, systems, integrations with various providers, certifications, and relationships with international payment networks, we have created a technology services platform that allows for payments via debit card, credit card, food vouchers, and QR codes. It also sells products such as mobile phone top-ups, bill payments, toll road topups, and gift cards. Wally App is the way businesses can compete in an increasingly digital economic landscape. We are constantly adding new products that are at the forefront of technology. I believe that starting before the transition to the digital age gave us a greater understanding of our customers' needs, and that's why we work to anticipate them and turn them into growth opportunities. What lesson did you learn from this whole transformation? You should never wait for the market to force you to change. The companies that survive are those that detect trends before everyone else. We had to reinvent ourselves several times, and we will surely have to do it again in the future, because innovation is not a project, it is a way of running a company. How important has your team been? I recognize that none of these changes would have been possible without building specialized teams. We always seek to surround ourselves with people who know more than we do in each area. I've never believed that the director should have all the answers. The important thing is to build talented teams, listen to the specialists, and learn continuously. In addition to the technology division, you've also developed a significant real estate division. How did that decision come about? M3 Trickodesarroyos was born out of a diversification strategy. I had long been interested in shopping centers. Our main business was highly exposed to technological changes and market conditions, so we needed to build a more stable source of income. Real estate developments offer just that more constant and long-term cash flows, and we wanted to create a balance within the business group. Therefore, we have developed numerous commercial projects totaling tens of thousands of square meters of built space, housing internationally renowned brands such as McDonald's, Sinnepolis, Tim Hortons, KFC, and National Banks, among others. These businesses are an integral part of the daily lives of thousands of families along the border. Transforming spaces into opportunities for people in cities is our main vision. What determines the success of a shopping center? One of the most important lessons learned was understanding that the success of a development doesn't depend solely on owning land. Many people inherit a property and think it can automatically be turned into a shopping center, but the reality is very different. The right land is one where there is a genuine need and where customers are demanding development, not necessarily where you already own the property. Location, market analysis, and strategic planning remain the most important factors for success. This vision has allowed us to consolidate the growth of M3 Trico Desarrollos. We currently have four business centers, which integrate both retail spaces and corporate offices. For commercial developments in operation, and one more under construction. Furthermore, over the years we have built strong, long-term relationships with leading brands in the market. Today we collaborate with 14 national brands and 11 recognized franchises, reflecting the trust our business partners have placed in our projects and our approach to developing spaces that add value for businesses and communities. Throughout the conversation, you've mentioned the importance of delegating several times. Has it always been this way? No, in fact, for many years I was a very operational director. I wanted to review everything, I was involved in every decision, I thought that in this way I was protecting the company. Over time I discovered that, without realizing it, I was limiting the growth of my own team. When I finally decided to delegate, something very interesting happened. They started making better decisions, reacted more quickly, and the organization gained agility. Today you run several businesses. Do you apply the same style to all of them? Not exactly. Each company has different needs. In the real estate business, I remain very involved because it's something I deeply enjoy, a personal passion, and I like to participate directly in the development of new projects. In other areas, we have learned to trust management teams much more. Each organization requires a different balance between supervision and autonomy. If there's one thing that characterizes your career, it's your ability to anticipate changes. How do you develop that vision of constant innovation? I believe innovation isn't an isolated project. It must become part of the company culture. If an organization waits too long to transform, it usually arrives too late. We strive to always be observing trends and asking ourselves what's next, even while the current business is still functioning. Throughout our history, we have undergone several transformations, each stage forcing us to learn something entirely different. This also means continuously investing in training, infrastructure, and talent. How important is the team in that transformation? It is absolutely fundamental. Technology can be bought, systems can be developed, but human talent is what truly allows an organization to evolve. We have strived to build very strong teams and surround ourselves with people with specialized knowledge. A manager doesn't have to be an expert in everything. Their responsibility is to build a team capable of solving problems and generating new opportunities. Despite the national growth of your companies, you always speak of Ciudad Juarez with great pride. Because our roots are here. I grew up here, our projects began here, my capital, my passion, my companies are here, and we continue to invest here. We could develop businesses anywhere, but we deeply believe in Ciudad Juarez. We are interested in contributing to the community's growth through projects that generate employment, economic development, and spaces that improve the quality of life for the people of Juarez, and that commitment remains unchanged. After so many years as an entrepreneur, what principles do you consider essential for running an organization? I would say there are several. The first is to maintain humility in order to continue learning. The second is to surround yourself with people better than you in each specialty. The third is not to be afraid of change. And the fourth is to understand that no company can live solely on its past successes. What advice would you give to those who are starting a business today? Don't fall in love with a product, fall in love with the problem you're solving. Products change, technology changes, business models change. What's important is understanding what the customer needs and how you can continue to generate value. I would also tell them not to be afraid to reinvent themselves. We often believe that change means accepting failure. I think exactly the opposite. Changing in time can be the difference between building a much stronger company or disappearing.