“In more than 20 years in Uruguay, there has not been a single incident that jeopardized the stability of our operation.”

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

In this conversation for Zona de Charlas, Andrés reflects on why RCI chose Uruguay more than two decades ago, the strategic value of operating from Zonamerica, and how stability, bilingual talent, and accumulated know-how have turned the country into a competitive and reliable regional hub for a global multinational.

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

I’d say my career was shaped by decisions that, at the time, felt small but ultimately opened doors to places I had never imagined. I began studying Business Administration in Uruguay, but early on I felt curious about other ways of learning and working. That led me to study at a university in the United States and take part in exchange experiences that deeply influenced me.

The first major professional chapter was at Maersk, within a global young leaders program. I rotated through very different areas: finance, port operations, logistics, customer service, sales. Then came even more challenging experiences: two years in Denmark, when e-commerce was just beginning to take shape; several years in Spain developing a project to centralize call centers in Madrid and later working for the entire Iberian region, France, and the Maghreb; and finally, three years directly leading customer service for Morocco, Algeria, and Tunisia.

Those thirteen years abroad—living among cultures, rhythms, and expectations so different from one another—gave me a much broader view of the operational world. And above all, they taught me to make decisions grounded in diverse experiences. When a challenge comes up today, I inevitably go back to something I lived in Madrid, Copenhagen, or Casablanca. That blend stays with you forever.

How did you eventually return to Uruguay and join RCI?

I came back for good in 2016. At that time, I was looking for a company where I could integrate all that international experience, and RCI appeared as the ideal opportunity in 2019. It’s a complex operation, with daily interaction across markets and cultures, and with a regional structure that constantly challenges you. From day one I felt I could contribute and, at the same time, continue learning. I recently reached six years with the company, and it has truly been an enriching chapter.

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

RCI is a U.S. company with more than 50 years of history and a pioneer in timeshare exchange. The model is simple, yet backed by considerable sophistication: a person purchases a timeshare—either a week or a points system—and instead of always using the same property, they can deposit it and access thousands of options in other destinations within RCI’s global network. We are the bridge between that member and their experience of traveling to a different place in the world.

From Uruguay we manage the entire operation for Latin America. That involves many things: from the welcome call to a member who has just acquired their membership, to guiding them when they want to make their first exchange or add extra weeks to travel more. We also run communication campaigns, manage the member base, resolve inquiries, administer renewals, and coordinate relationships with hotels and tourism developments in several countries.

It’s a large and dynamic operation that requires understanding the particularities of each market—Mexico, Brazil, Argentina, Chile, Colombia, Venezuela—and maintaining a very high service standard. And all of this is coordinated from Montevideo. Over time, Uruguay has become not just a support hub, but a driver of regional growth.

How significant is Brazil within that operation?

Hugely significant. Brazil is one of the strongest timeshare markets in Latin America and one of the fastest-growing in the world. As a result, almost half of our operation is dedicated to serving Brazilian members. That means roughly 40% of our interactions are conducted in Portuguese.

And when I say Portuguese, I don’t mean “functional Portuguese”: I mean native-level or bilingual Portuguese, with communication quality that meets the expectations of Brazilian customers, who tend to be very demanding in that regard. Today we have more than 150 guides with that level of fluency—something you don’t find elsewhere in the region, except in Brazil itself. Achieving that scale, with that standard, is something Uruguay provides in a nearly unique way.

Additionally, from here we’ve developed a strong understanding of each country we serve. The behavior of a Mexican traveler is not the same as an Argentine, Brazilian, or Chilean traveler. Seasons, preferences, communication styles—everything changes. And from Uruguay, we’ve built a very refined sensitivity to serve 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 still makes sense today?

When you look at RCI’s history in the country, the explanation isn’t a single factor but rather a combination of elements that, together, create something very difficult to replicate. In our case, three dimensions reinforce one another and remain just as relevant today as when the company first decided to establish itself here.

The first is talent. For an operation like ours, with a huge share of the Brazilian market, finding in a single country more than 150 people with native or bilingual Portuguese is a competitive advantage you simply don’t find elsewhere in the region. And I’m not just talking about the language itself: I’m talking about communication quality, the ability to understand cultural nuances, and professionalism. Uruguay offers that in a very consistent way.

The second dimension is the free zone regime. It’s not just a set of tax incentives—though those certainly help—it’s a very well-tuned operational framework with clear rules, functioning procedures, and an ecosystem that has accumulated valuable know-how over the years. For a services company without plants or machinery, having things flow with that level of clarity is fundamental.

And the third factor, which to me is as important as the other two, is the country’s stability. When I talk about stability, I mean something you feel every day: rules that don’t change overnight, institutions that function, and an atmosphere of predictability that allows you to plan. In these 20 years, we haven’t had a single incident that made us question the continuity of the operation. Even in moments of global or regional instability, Uruguay has maintained a level of solidity that is incredibly valuable for a multinational.

RCI has operated in the park for two decades. What differentiates Zonamerica?

For us, Zonamerica has always been much more than a business park. It’s a very complete ecosystem where every detail is designed for companies to operate at international standards. You can see it in the first-class infrastructure, but also in day-to-day functioning: well-maintained common areas, security, modern workspaces, the gym, activities for employees, even the after-work events that take place regularly. All of this creates a professional yet pleasant work environment.

Then there’s the more strategic aspect, which isn’t always visible at first glance. Every year we receive hotel executives from different countries who come to train our team or meet with us. And their reaction when they arrive in 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 weren’t necessarily expecting. That benefits both RCI and the country. The impression they take away from Uruguay is outstanding, and that reputational impact works in everyone’s favor.