“In over 20 years in Uruguay, there hasn’t been a single incident that has jeopardized the stability of our operations”

From Uruguay, he manages a business that spans from Mexico to Argentina and serves thousands of members of the world's largest vacation exchange system.

In this interview for Zona de Charlas, Andrés discusses the reasons behind RCI’s decision to choose Uruguay more than two decades ago, the strategic importance of operating out of Zonamerica, and how the country’s stability, bilingual talent, and accumulated expertise have made it a competitive and reliable regional hub for a global multinational.

Andrés, you had a career with a strong international presence before joining RCI. What was that journey like?

I’d say my career took shape through decisions that, at the time, seemed small but ended up opening doors for me in places I’d never imagined. I started out studying business administration in Uruguay, but very early on I became curious about other ways of learning and working. That led me to study at a university in the United States and to get involved in exchange programs that had a profound impact on me.

My first major career milestone was at Maersk, as part of a global young leaders program. There, I rotated through a wide variety of departments: finance, port operations, logistics, customer service, and sales. Then came even more challenging experiences: two years working in Denmark, when e-commerce was just beginning to take shape; several years in Spain developing a project to centralize the call centers in Madrid and later working for the entire Iberian region, France, and the Maghreb; and finally, three years directly leading the customer service department for Morocco, Algeria, and Tunisia.

Those thirteen years abroad, living among such diverse cultures, rhythms, and expectations, gave me a much broader perspective on the business world. Above all, they taught me to make decisions based on a variety of experiences. Whenever I face a challenge today, I inevitably draw on something I experienced in Madrid, Copenhagen, or Casablanca. That blend stays with you forever.

So how did you end up in Uruguay and at RCI?

My permanent return was in 2016. At the time, I was looking for a company where I could put all that international experience to use, and RCI emerged as the ideal opportunity in 2019. It’s a complex operation, involving daily interaction with different markets and cultures, and with a regional structure that constantly presents new challenges. From day one, I felt I could contribute while continuing to learn. I recently celebrated my sixth anniversary with the company, and the truth is that it has been a very rewarding experience.

For those unfamiliar with the business, how does RCI work, and what role does Uruguay play in the regional operation?

RCI is an American company with over 50 years of history and a pioneer in timeshare exchange. The model is simple yet highly sophisticated: a person purchases a timeshare—a week or a points plan—and, instead of always using the same property, can redeem it for access to thousands of options at other destinations within RCI’s global network. We are the bridge between that member and the experience of traveling to another part of the world.

From Uruguay, we manage all operations for Latin America. This involves a wide range of tasks: from the welcome call to members who have just purchased their membership, to providing support when they want to make their first exchange or add extra weeks to extend their trip. We also run communication campaigns, manage the membership database, answer inquiries, handle renewals, and coordinate relationships with hotels and tourist resorts in various countries.

It is a large and dynamic operation that requires an understanding of the unique characteristics of each market—Mexico, Brazil, Argentina, Chile, Colombia, and Venezuela—and maintaining a very high standard of service. And all of this is coordinated from Montevideo. Over time, Uruguay has become a hub that not only provides support but also drives growth in the region.

What role does Brazil play in that operation?

A huge burden. Brazil is one of the strongest timeshare markets in Latin America and one of the fastest-growing markets in the world year over year; as a result, nearly half of our operations are dedicated to serving Brazilian members. That means approximately 40% of our interactions take place in Portuguese.

Now, when I say “Portuguese,” I don’t mean “functional Portuguese”; I’m talking about native or bilingual Portuguese, with a level of communication that meets the expectations of a Brazilian client, who tends to be very demanding in that regard. Today we have more than 150 guides with that level of language proficiency, and that is not the case in other countries in the region, except for Brazil. Achieving that volume, with that standard, is something that Uruguay offers in an almost unique way.

Furthermore, from here we have a very clear understanding of the dynamics of each country where we operate. Mexican travelers behave differently from Argentine, Brazilian, or Chilean travelers. The seasons, preferences, and ways of communicating—everything changes. And from Uruguay, we’ve developed a keen sensitivity to address that diversity without losing consistency. That’s key in a business where the customer experience is central.

What factors explain why RCI chose Uruguay more than two decades ago and why that decision remains the right one today?

When you look at RCI’s history in this country, the explanation lies not in a single factor but in a combination of elements that, when taken together, create something very difficult to replicate. In our case, there were three interrelated factors that continue to be just as relevant today as they were when the company first decided to set up operations here.

The first has to do with talent. For a business like ours, with such a significant presence in the Brazilian market, being able to find more than 150 people in a single country who are native Portuguese speakers or bilingual is a unique advantage that doesn’t exist elsewhere in the region. And I’m not just talking about the language: I’m talking about the level of communication, the ability to understand cultural nuances, and professionalism. This is something Uruguay offers consistently.

The second aspect is the free trade zone regime. It is not merely a set of tax incentives—which obviously help—but a finely tuned operational framework with clear rules, effective procedures, and an ecosystem that has accumulated expertise over the years. For a service-based company, which has no physical facilities or machinery, it is essential that operations run with such clarity.

And the third factor, which I consider just as important as the other two, is the country’s stability. When I say stability, I mean something you experience every day: rules that don’t change overnight, institutions that function properly, and a climate of predictability that allows you to plan ahead. In these 20 years, we haven’t had a single incident that made us doubt the continuity of our operations. Even during critical moments on a global or regional level, Uruguay maintained a stability that is worth its weight in gold for a multinational company today.

RCI has been operating in the park for two decades. What sets Zonamerica apart?

For us, Zonamerica has always been much more than just a business park. It’s a comprehensive ecosystem where every detail is designed to enable companies to operate according to international standards. This is evident in the top-notch infrastructure, but also in day-to-day operations: the well-maintained common areas, security, modern spaces, the gym, employee activities, and even the social events organized periodically. All of this creates a work environment that is both highly professional and pleasant.

And then there’s the more strategic aspect, which isn’t always obvious at first glance. Every year, we host hotel executives from different countries who come to train our team or meet with us. And their reaction when they arrive at Zonamerica is always the same: surprise. From the moment they land in Uruguay and arrive at the park, they encounter a level of quality and efficiency they didn’t necessarily expect. That works in favor of both RCI and the country. The impression they take away from Uruguay is extraordinary, and that reputational impact benefits us all.