W · P

Executive
Business Brief

Prepared for IDT Corporation
Senior Marketing Manager
Wladimir Pazmiño
July 2026
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01 · Executive Snapshot

Who am I?

A brief overview of my background before the key experience and metrics.

Bilingual marketing executive with 15+ years of experience leading digital strategy, CRM and customer growth across consumer, telecom and service industries, delivering measurable business growth through customer-centric strategies.

15+Years of Leadership
30+Consumer Brands Managed
LATAM · USMarkets Served
30People Led
10+ yrsCRM & Customer Lifecycle
End-to-endDigital Transformation
Hands-onMarketing Technology
MBAUniversidad Carlos III de Madrid
EN · ESLanguages
Areas of Expertise CRM Customer Experience Go-to-Market Growth Marketing Market Development Digital Strategy Marketing Analytics Executive Stakeholder Management
02 · My Perspective on IDT

What do I understand about your business?

Observations from the outside — meant to be challenged by the people who run it.

What I See

  • Top-up isn't airtime anymore. It's data — WhatsApp took the voice minute.
  • You own the counter: 38,000 NRS terminals in 25,000 stores. No digital-only competitor can rent that.
  • Retail builds trust. Digital builds frequency.

What I'd Question

  • BOSS Revolution and BOSS Money serve the same customer from two separate apps.
  • The API layer commoditised the category. Distribution is the moat now, not carrier reach.
  • Scheduled top-up already exists — but it's the fourth bullet on your page, and a promo code is the hero.

Where Marketing Earns Its Budget

  • Frequency over acquisition. The value is in the tenth top-up, not the first.
  • Corridor-level economics, not blanket promotion.
  • One scoreboard: revenue and repeat rate by corridor.

These are hypotheses built from public information. The most valuable question I can ask you is: what am I getting wrong?

03 · Decision Framework

How do I think?

A human-centered, data-driven approach to solving business challenges and scaling growth.

01
Business Challenge
Understand strategic objectives, commercial priorities and success criteria.
02
Customer Understanding
Apply Human-Centered Design principles to understand customer needs, behaviors and pain points.
MethodsCustomer interviews · Journey mapping · Observation · Stakeholder alignment
03
Insights
Combine qualitative research with business data.
InputsCRM · Analytics · Market research · Customer feedback · Commercial performance
04
Hypothesis
Transform insights into measurable business hypotheses.
Example“If we improve onboarding for new digital users, 90-day retention should increase.”
05
Experiment
Validate ideas through controlled pilots before scaling investment.
MethodsA/B testing · Pilot programs · Campaign experiments · MVPs
06
Measure
Evaluate business impact using executive KPIs.
ExamplesRevenue · CAC · Retention · Churn · LTV · ROI · NPS
07
Scale
Scale only validated initiatives.
DecisionsScale · Optimize · Stop · Reinvest

Customer empathy generates insights.
Data validates decisions.
Business outcomes determine scale.

Methodology inspired by Human-Centered Design, Design Thinking and data-driven experimentation.

04 · Business Cases

What problems have I solved?

Four real situations, one discipline. Click to open each case.

América Móvil (Claro) · Enterprise AccountsRegional B2B Commercial Lead — Strategic AccountsProtecting revenue in a hyper-competitive carrier market ▼
Challenge

Strategic accounts at renewal risk, with competitors attacking on price.

What I did

Shifted from price defense to value expansion: account plans, insight-led proposals, disciplined negotiation with product and sales.

Result

Revenue continuity and renewals protected; deeper account intelligence for expansion.

PRONACA · 30+ Consumer BrandsDigital Strategy, Customer Experience & CRM ManagerUnifying digital & CRM across a fragmented brand portfolio ▼
Challenge

30+ brands running digital independently: duplicated spend, rising media costs, no unified customer view.

What I did

Centralized digital strategy and CRM into one customer view and shared lifecycle journeys, leading a 30-person team and agency ecosystem. Supported U.S. market expansion initiatives, including digital marketing and e-commerce for Natural Heaven, a brand developed for Latino consumers in the United States. Reported to the Marketing Vice Presidency and presented strategic initiatives to the Executive Committee.

Result

+35% customer retention and satisfaction · −40% digital investment with better ROI visibility.

Grupo MEP · Automotive DealershipsCommercial Process, CRM & Customer Journey ConsultantTurning one-time buyers into lifetime customers ▼
Challenge

Dealerships losing customers after the first sale: no follow-up discipline, no customer data culture.

What I did

Built lifecycle programs on a CRM backbone — loyalty, renewal, trade-in triggers — and trained commercial teams on the routine.

Result

Higher repeat purchase and retention; sales traceability and team productivity improved.

Seguros Equinoccial · Digital Sales ChannelDigital Sales Project ManagerRescuing an underperforming digital sales channel ▼
Challenge

A digital channel failing to convert for mass-market insurance products.

What I did

Redesigned the customer acquisition and sales process around assisted selling and automation, rebuilding processes and performance analysis.

Result

Stronger productivity and follow-up; scalable commercial coverage for mass products.

05 · Executive Dashboard

How would I measure success?

The scoreboard I would build — anchored to IDT’s public FY2025 disclosures where available; internal metrics are illustrative.

Business Baseline — Public FY2025
Published in IDT’s FY2025 disclosures.
Top-Up Volume — ScalePublic FY2025
36M+ per year
transactions · 95+ countries · 280+ carriers
Scale is public information; cohort quality is the management focus.
Active Customers — PublicPublic · idt.net
6M+ BOSS Revolution customers
Public — idt.net. Scale is public; cohort quality is the management focus.
Retail Distribution — Public
38K+ NRS POS terminals
across 25,000+ independent stores
Public — idt.net. The distribution asset no digital-only competitor can replicate.
Management KPIs — Built in the First 90 Days
Illustrative. Ordered by implementation speed: retention, churn and campaign ROI come first from existing transaction data.
RetentionIllustrative KPI
68% 90-day
active habitual senders kept
Cohort analysis shows underlying retention independent of promotional activity.
Churn — Lapsed SendersIllustrative KPI
9.6% monthly
senders inactive 60+ days, by cohort
An early-warning indicator: win-back programs act here before revenue is affected.
Campaign ROIIllustrative KPI
3.6×
lifecycle flows, incremental
Programs that demonstrate incremental value are scaled; the rest are discontinued.
CACIllustrative KPI
$18.20 blended
by channel, vs LTV ceiling
Acquisition efficiency must be managed against LTV to sustain growth.
LTVIllustrative KPI
$412 · 1 : 4.2 vs CAC
by corridor and segment
Defines the sustainable ceiling for acquisition investment.
NPSIllustrative KPI
61
the early-warning system
In this category, customer trust drives long-term value.

Illustrative framework. In practice: one dashboard reported by corridor, channel and cohort, with revenue as the primary measure.

06 · Executive Reporting

How do I communicate with leadership?

One page. Six decisions. Conceptual example:

Marketing Performance Review — Executive Committee Monthly · Illustrative
+8.2% ▲Revenue vs LY
41%90-day repeat rate
1 : 4.2CAC-to-LTV ratio
3.6×Lifecycle ROI vs holdout

Executive Summary

Growth is healthy but concentrated; retention programs outperform acquisition on ROI. Recommendation: rebalance investment toward lifecycle.

Key Insights

Repeat behavior clusters around specific customer segments and timing patterns; referral converts best where community trust is strongest.

Business Risks

Over-reliance on promos erodes margin; competitor pressure on price-sensitive segments; fatigue risk in communication frequency.

Recommended Decisions

Approve two always-on lifecycle programs; cap promo depth; fund one cross-sell pilot with product and sales.

Expected Impact

Higher repeat rate and LTV at flat budget; measured against holdout groups, reported monthly.

Next Actions

Owners and dates assigned per initiative; 30-day readout to this committee with results and continue, adjust or discontinue decisions.

15 minutes · decisions first, data on requestAll figures illustrative — to be validated against your data

Every report I present answers three questions: what did we learn, what should we decide, and what happens next.

07 · First 90 Days

How would I approach the role?

Hypotheses, not promises — validated against real data from week one.

1

Understand

Days 1–30
Working Hypothesis
  • Hypothesis: the biggest leak is first-transaction activation, not late-stage churn.
Actions
  • Deep-dive performance data by corridor, channel and cohort.
  • Audit CRM triggers across SMS, email and in-app push — including consent and deliverability.
  • Listen: product, sales, retail partners and the team — including time at the point of sale.
Expected Outcomes
  • A behavioural map by occasion: habitual, event-driven and lapsed senders.
  • Agreed success KPIs with leadership.
2

Validate

Days 31–60
Working Hypothesis
  • Hypothesis: top-up attach fails because BOSS Money and BOSS Revolution live in separate apps.
Actions
  • Launch 2–3 triggered lifecycle campaigns against holdouts — lapsed senders first.
  • Test top-up attach in the money transfer journey, and one Refer a Friend improvement.
  • Stand up the corridor-level scoreboard.
Expected Outcomes
  • First measurable lifts against holdouts.
  • Clear read on what deserves scale.
3

Scale

Days 61–90
Working Hypothesis
  • Hypothesis: scheduled top-up is a fractioning play, not a convenience feature.
Actions
  • Consolidate winning tests into always-on programs.
  • Shape go-to-market for e-gifts and calling plans with product and sales.
  • Present the data-backed growth plan and budget.
Expected Outcomes
  • An operating rhythm: test, read, scale, repeat.
  • A roadmap the committee can fund with confidence.
08 · Leadership Beyond Marketing

What else do I bring to the organization?

Capabilities, not tools.

Sustainable growth depends on marketing working in alignment with commercial, product, customer experience and technology teams — not operating independently.

AI for Marketing

Personalization, churn prediction and faster learning cycles — applied to business outcomes, not novelty.

Customer Experience

Journeys designed as the customer lives them, across digital and physical touchpoints.

CRM Strategy

A decade designing CRM capabilities that strengthen customer retention, loyalty and long-term value.

Digital Transformation

Leading organizations through change: process, capability and culture, not just platforms.

Cross-functional Leadership

Product, sales, finance, agencies — aligned around one scoreboard and shared wins.

Executive Communication

Clear narratives that turn analysis into decisions at committee level.

09 · Discussion

Discussion

I'd like to close by discussing your perspective on the role and the opportunities ahead.

01

Your vision for the role.

02

The biggest growth opportunities you see today.

03

The challenges marketing is expected to solve over the next 12 months.

04

How success will be measured in this position.

05

Where my experience can create the greatest impact.

Thank you for your time.