Virtual Latinos

As the Chief Business Development Officer at Virtual Latinos, I play a crucial role in driving the company's growth, expanding our client base, and establishing strategic partnerships. My primary focus is on identifying new business opportunities, building strong relationships with potential clients, and expanding our network in the target markets.

Chief Business Development Officer

As the Director of Recruitment at Virtual Latinos, I lead and oversee the entire recruitment function to ensure the placement of top-tier remote talent from Latin America with clients worldwide. This role involves strategic leadership, operational efficiency, and a commitment to delivering exceptional client and candidate experiences. My position bridges the gap between organizational goals, client needs, and the dynamic remote talent market.

Director of Recruitment Operations

Director Of Sales And Business Development

Good Luck Enterprises

As the Owner and Operator of a thriving Home Textile business, I've cultivated a rich blend of strategic vision, operational expertise, and team leadership to steer my company toward continuous growth. With a hands-on approach, I've effectively managed a complex operation that includes three bustling retail stores, a large-scale warehouse with a dedicated showroom for wholesale transactions, and a dynamic team of up to 90 employees.

My comprehensive responsibilities include:

1. Talent Acquisition & Management: Sourcing top-tier talent, fostering a collaborative work environment, and guiding a high-performing team to excel in a competitive market.
2. Procurement Strategy: Negotiating with suppliers to secure high-quality textiles at optimal prices, ensuring a robust product offering.
3. Price Management: Strategically pricing our products to maintain market competitiveness while ensuring profitability.
4. Warehouse Oversight: Streamlining warehouse operations for maximum efficiency, from inventory management to order fulfillment.
5. Distribution Leadership: Orchestrating the seamless distribution of merchandise to our retail outlets and direct to our customers, guaranteeing customer satisfaction.
6. Financial Administration: Diligently managing invoices, cash flow, and financial records to maintain a solid fiscal foundation.
7. Digital Presence Management: Overseeing our online footprint, from website content to e-commerce functionality, ensuring a user-friendly and up-to-date digital experience.
8. Social Media Coordination: Engaging with our community through social media channels to build brand awareness and foster customer relationships.
9. Marketing Innovation: Designing and executing impactful marketing campaigns that resonate with our target audience and drive sales.
10. International Relations: Nurturing relationships with overseas partners to secure the best production quality and innovation in our product lines.

Chief Operating Officer

New Films International

Key Responsibilities:

- Strategic Media Acquisition: Spearheaded the procurement of diverse advertising mediums including television, newspapers, radio, billboards, and digital platforms, ensuring a robust and comprehensive promotional strategy for each movie release.

- Budget Management & Cost Efficiency: Excelled in deploying advanced negotiation tactics to secure media spaces, consistently achieving significant savings against the allocated budgets. Pioneered cost-effective buying strategies that maximized return on investment while maintaining high-quality promotional standards.

- Campaign Coordination & Execution: Orchestrated the end-to-end management of advertising campaigns, from initial planning stages through to execution and post-campaign analysis. Ensured seamless integration of ads across various channels, optimizing for reach and audience engagement.

- Market Analysis & Media Trends: Kept abreast of evolving media trends and market dynamics to inform buying decisions. Utilized a data-driven approach to identify and capitalize on opportunities in the media landscape, adapting strategies to suit changing market conditions.

- Vendor Relations & Negotiation: Built and maintained strong relationships with media vendors and partners. Leveraged these relationships to negotiate favorable terms and secure premium advertising slots, often at highly competitive rates.

- Team Collaboration & Leadership: Collaborated closely with marketing, creative, and finance teams to align media buying strategies with overall marketing objectives and financial guidelines. Contributed to team efforts by sharing market insights and best practices in media buying.

Media Buyer

Cashco Pawn

Assessing Items: Evaluate the condition, authenticity, and market value of items brought in as collateral. This requires knowledge of various types of merchandise, including jewelry, electronics, musical instruments, and antiques.

Appraising Value: Determine the loan value of the item based on its current market value, condition, and the pawn shop's ability to sell the item if the loan is not repaid.

Negotiating Loans: Work with customers to agree on loan terms, including the loan amount, interest rate, and repayment period, adhering to local and federal regulations.

Documenting Loans: Complete loan paperwork, recording the terms of the loan, the description of the item pawned, and customer information. This process often includes taking photographs of the item and obtaining necessary identification from the customer.

Storing Collateral: Safely store pawned items until the loan is repaid or the item is forfeited. This includes ensuring items are not damaged or lost while in the pawn shop's possession.

Managing Repayments and Forfeitures: Track loan repayment schedules and contact customers with overdue loans. Process items that are forfeited by converting them into shop inventory for sale.

Selling Merchandise: Display, market, and sell items that have been forfeited or directly purchased from customers. This includes setting prices and negotiating sales.

Customer Service: Provide service that encourages repeat business, including fair treatment, clear communication of loan terms, and assistance with purchases.

Pawn Broker

I’m Yener Benaroya, a results-driven leader with over 20+ years of experience in recruitment, business development, and organizational leadership. Originally from Istanbul and now based in San Diego, California, I bring a global perspective to every role, with fluency in Turkish, English, and Spanish enabling seamless communication across borders.

Throughout my career, I’ve built and led high-performing teams, designed robust organizational structures, and executed strategic initiatives that drive growth and scalability. From founding and managing a wholesale and retail business specializing in international trade, to leading media buying operations for a prominent movie production company in Los Angeles, my diverse experiences have shaped my expertise in talent optimization, cross-functional leadership, and business strategy.

As Chief Business Development Officer at Virtual Latinos, I oversee the Sales and Recruitment teams, ensuring alignment with organizational goals and fostering a culture of collaboration and excellence. I specialize in identifying and developing talent, creating efficient systems, and leveraging data to enhance decision-making processes. My passion lies in transforming challenges into opportunities, whether through optimizing recruitment pipelines, building innovative business partnerships, or driving operational efficiency.

Key competencies:

- Organizational Structure & Leadership: Designing scalable frameworks for sustained growth and high performance.
- Recruitment & Talent Strategy: Sourcing, evaluating, and placing top talent to meet organizational and client needs.
- Business Development: Crafting and executing strategies that foster partnerships and deliver measurable results.

I thrive in dynamic environments and am passionate about empowering individuals and teams to achieve their potential. Let’s connect to discuss how we can collaborate to create impactful solutions!

Your team is drowning in "urgent" work.

But if you look closer, most of it isn't moving the needle.

When everything is urgent, nothing is strategic.

I see this pattern everywhere I work with leaders. Running from one fire to the next. Teams buried under tasks marked "high priority." Everyone's busy, yet progress feels glacial.

The problem isn't effort.

It's clarity.

Here's what happens when urgency becomes your default operating mode:

→ Real priorities get buried under false emergencies
→ Strategic thinking gets replaced by reactive doing
→ Long-term goals lose to short-term noise
→ Your best people burn out fighting fires that didn't need fighting

The fix isn't working harder.

It's thinking differently.

Three questions that cut through the urgency trap:

Will this matter in 90 days?
If the answer is no, it's probably not strategic.

Am I solving the root cause or treating symptoms?
Fires keep coming back when you only address what's on the surface.

What am I not doing because of this?
Every "urgent" task carries an opportunity cost.

The best leaders don't eliminate urgency.

They contain it.

They create space for strategic work. They protect their team's focus. They distinguish between what feels urgent and what actually matters.

Strategic work rarely screams for attention.

That's exactly why it gets ignored.

What's one "urgent" thing you could delegate or delete this week to make room for strategic thinking?

Yener Benaroya

🌟 Business Consultant | 📈 Growth Strategist | 💼 Expert in Recruitment & Operations | 🤖 AI Geek | 🤝 Partnering for Sustainable Growth 🚀

I’m happy to share that I’ve obtained a new certification: Decisions, Decisions: Dashboards and Reports from Google!

Your brilliant idea just hit serious growth.

Your best people are updating their resumes.

The problem isn't your people.
It's how you're scaling.

I've coached hundreds of businesses through rapid growth.

The same three mistakes destroy otherwise healthy teams:

Mistake 1: Micromanagement at scale

When you're small, hands-on works.

When you hit 20, 50, 100 people?

It suffocates.

Decision-making slows to a crawl. Your team stops thinking for themselves because you've trained them not to.

The fix → Build decision-making frameworks.

Define what decisions need you, and what doesn't. Trust your people with the small stuff so you can focus on what actually moves the business forward.

Mistake 2: Cultural amnesia

Your first ten people knew your values by osmosis.

Your next fifty?

They're guessing.

Values dilute fast when they're not documented, reinforced, and lived every single day.

The fix → Write it down.

Not corporate speak, but the real behaviors you want to see. Build them into hiring, onboarding, and performance conversations.

Mistake 3: Founder as bottleneck

If every approval flows through you, you're not scaling.

You're multiplying your own workload while your team waits.

The fix → Create systems that empower without you.

Clear processes. Defined ownership. Regular check-ins, not constant oversight.

Sustainable growth happens when people thrive.

Not when they survive despite the chaos.

What's the biggest challenge you're facing as you scale?

Your team doesn't trust you because of your credentials.

They trust you because of biology.

Trust is a biological reaction to the belief that someone has our best interest at heart.

Not the company's interest.
Not the quarterly targets.
Ours.

This changes everything about how we lead.

Most leaders focus on competence. They showcase expertise, deliver results, make smart decisions.

All important. None of it builds trust.

Trust gets built when your team sees you:

→ Advocate for them in rooms they're not in
→ Admit when you're wrong or uncertain
→ Make decisions that cost you something but benefit them
→ Say no to unreasonable demands from above

It's not about being liked. It's about being believed.

When your team believes you have their back, their nervous system relaxes.

They stop operating in self-preservation mode.

They start thinking creatively. Taking calculated risks. Bringing problems to you early instead of hiding them.

The performance difference is measurable.

But here's what breaks trust faster than anything:

Saying you care while your actions prove otherwise.

Preaching work-life balance while emailing at midnight.
Asking for feedback you never act on.
Promising growth opportunities that never materialize.

Your team's biology reads the truth before their mind does.

You can't fake having someone's best interest at heart.

But if you genuinely do? That becomes your greatest leadership advantage.

What's one way you demonstrate to your team that you have their best interest at heart?

I was talking to a startup founder yesterday who said something that stuck with me:

"We thought our hiring problem was about finding the right people. Turns out, it was about looking in the right places."

His company had been stuck in the same cycle for months.
Local talent pool exhausted. Budgets stretched. Growth stalled.

Sound familiar?

Here's what changed everything for them: They stopped limiting talent around roles and started designing roles around talent.

The results speak for themselves:
	•	They found a software engineer in Colombia who's been building scalable systems while their local candidates were still learning the basics.
	•	A financial analyst in Mexico brought insights that transformed their entire forecasting approach.
	•	A marketing strategist from Argentina understood market dynamics better than anyone they'd interviewed locally.

The shift wasn't technical-it was mental.

Moving from "Where can I find people who fit our existing processes?" to "Where can I find people who can elevate what we're building?"

The companies getting this right aren't just solving a hiring problem.
They're unlocking a competitive advantage.

Because when you think global-first, talent scarcity becomes talent abundance.

👉 What's one assumption about talent that you've challenged recently?

Doubt isn't your enemy.

It's a detour sign.

Most entrepreneurs treat doubt like a dead end. They freeze. Question everything. Consider quitting.

But here's what I've learned working with founders who actually break through:

Doubt means you're paying attention.

When your growth strategy isn't working, that nagging feeling isn't failure.

It's feedback.

When your product launch falls flat, that uncertainty isn't weakness.

It's intelligence telling you something needs to shift.

The navigation system that works:

→ Acknowledge the doubt without letting it own you
→ Separate the mission from the method
→ Ask "What needs tweaking?" not "Should I quit?"

Your mission still matters. The path to get there? That's negotiable.

I see too many founders abandon solid ideas because the first approach didn't work.

They confuse a bad tactic with a bad vision.

The difference between those who break through and those who burn out?

One group treats obstacles as stop signs.

The other sees them as road signs pointing to a better route.

Your business model can pivot.
Your marketing strategy can shift.
Your timeline can adjust.

But if the problem you're solving still matters, keep moving.

The vision stays. The route changes.

What's one thing in your business right now that needs a detour, not a shutdown?

Most entrepreneurs think leadership means having all the answers.

It doesn't.

Bill Gates said it: "In the next century, leaders will be those who empower others."

That century is now.

And most leaders are still missing the point.

They mistake control for leadership. They hoard decision-making at the top. They build dependencies instead of capabilities.

Here's what real empowerment looks like:

→ Remove blockers instead of creating approval chains
→ Give context and autonomy instead of instructions
→ Build systems that function without you

The strongest teams aren't built on compliance.

They're built on trust.

When people feel trusted, they take ownership. When they take ownership, they innovate. When they innovate, your business scales beyond what you could build alone.

This isn't soft leadership.

It's scalable leadership.

Here's the reality: You can't scale yourself. Your decisions can't be in every meeting. Your approval can't gate every move.

But you can scale empowerment.

The leaders building the next generation of companies aren't the ones with all the answers.

They're the ones asking better questions. Creating space for others to lead. Building cultures where people don't need permission to do exceptional work.

What's one way you're empowering your team this week?

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