Amic Parlante's B-Side: The Strategy for Expansion into Chile

Amic Parlante’s expansion into Chile represents not just a strategic growth initiative, but also an exercise in cultural, process, and operational translation. During this transition, Alejandra Rodríguez, co-founder and Chief Operations Officer, shares with Líder Empresarial how the agency has successfully established itself in a more rigorous, formal, and demanding business ecosystem.

”The B-Side”: A New Stage with Its Own Identity

Rodríguez defines this new phase for the company as the B-side, a metaphor she explains with the nostalgia of old cassette tapes. This is how she envisions the opening of the Chilean office: as a natural extension of its history in Mexico, but with a distinct sound.

The plan, she states, is clear: to ensure the Chilean operation achieves autonomy within three years. Currently, all production is carried out from Mexico, while management and client relations are developed from Chile. The challenge is for this new subsidiary to eventually produce and sustain itself independently.

The Challenge of Reconciling Work Cultures

In her role as Chief Operations Officer, Alejandra has been responsible for coordinating production teams and resolving the cultural differences that have emerged from the outset. The formality in fiscal and legal processes has also been a learning curve, but beyond administrative rigor, the greatest difference—she recounts—has been cultural: “In Chile, asking for help is not well-regarded. For them, resilience means resisting and enduring. For us, however, resilience is about learning from difficulties, not silently enduring them.” To translate these conceptual differences into effective campaigns, Rodríguez and her team implemented a qualitative research process: interviews with students, users, and local specialists who helped them understand how certain values are communicated within Chilean society. “Here in Mexico, we don’t need to inquire much about concepts; we take them as understood. Over there, we had to start by defining them,” she asserts.

A More Slim and Strategic Model

With this expansion, Amic Parlante aims to transform into a leaner and more agile agency, with simplified processes that allow for reduced timelines and optimized resources. “We want this B-side to be more slim: to achieve more with a simpler structure,” she comments. Part of the challenge also lies in adjusting the dynamic with Chilean collaborators, especially the freelancers who have joined the projects so far.

For Alejandra Rodríguez, the creation and expansion of Amic Parlante responds to a business logic, but also to a personal and family objective. Her aspiration is for the agency to transcend as a formative project, both for its collaborators and for future generations. The value guiding her leadership is enjoyment. “We don’t just do it for money. We enjoy what we do, and that shows in the work. We want people to come to learn, to propose, to develop, and to grow with us.”

Leading Between the Magnifying Glass and the Telescope

Alejandra’s leadership style combines operational precision and strategic vision. After years immersed in operations, she learned—she says—that leadership also involves knowing when to examine with a magnifying glass and when to step back to view with a telescope. “For a long time, I resolved everything personally. Now I understand that you have to let people solve what’s their responsibility, and look at the complete picture. If you get lost in the details, you stop seeing where the company is headed,” she tells Líder Empresarial.

Advice from Experience

When considering those who seek to start a creative enterprise, Rodríguez has no doubt: “Don’t get lost in operations.” In her experience, focusing solely on the internal workings of the company prevents one from seeing external opportunities. “Sometimes you spend so much time with the microscope that you forget to use the telescope,” she explains. And if anything defines this new phase of Amic Parlante, Alejandra confidently states, it is precisely that: learning to view from both ends to build a sustainable, culturally sensitive expansion with a human purpose. The entry

appears first in Líder Empresarial.