ROBERTO VILLAMAR

Company Overview: Private Single-Family Office

• We help family-owned enterprises grow with purpose—across generations and borders. Through a unique blend of family governance advisory, Canada–Latam trade facilitation, and next-generation education, we support families, institutions, and business leaders in building lasting legacies, expanding global opportunities, and preparing future stewards.
• Strategic family approach MLF (i.e., money, legal, family) ratio 30, 30, 40 (vs. 60, 30, 10)
• Focus formulating long term strategy where Wealth serves Purpose & Values
• Governance structure
• Key focus on training family members
• Internationalization and diversification of investments with high operating involvement

Company Overview: Executive Training Innovation & Project Management Office

• Set the strategic direction and oversees the operations of the organization. Team builder and organizational culture architect. Promoter of an effective networking among Stakeholders in the Industry, and Best Practices adoption.
• Responsible for introducing new applied technologies to the IL 4.0 Model
• International expansion

Company Overview: Condominium & Hospitality Management Services

• Launched a new company and concept whereby owners of now 20 multi-unit buildings are assured that the on-site Manager is thoroughly trained and has attained a level of knowledge to efficiently manage their building
• Conducted extensive market research both in South America and Canada and now run the business from its Canadian office by the effective implementation of Cloud Based Software
• Researched state of the art programs such as LEED & EDGE certifications, and created standards of operations and service to optimize service provided to clients

COHECO - Mitsubishi Electric Corporation Group Company

• Led the long-term transformation of COHECO from a 120-person, family-owned enterprise into a 680-employee, professionally managed, ISO-certified, and globally integrated company. With over 50% market share in Ecuador’s vertical transportation industry, COHECO evolved from a founder-led business into a modern enterprise aligned with Mitsubishi Electric’s global standards.

Transformation Journey:

• 1999–2004: Navigated Ecuador’s economic crisis; led financial restructuring, stabilized cash flow, introduced treasury management, and reached company-wide break-even.
• 2005–2017: Launched first formal strategic planning process, defining mission, vision, and values. Repositioned COHECO as a service-centric company, aligning commercial and labor strategies with service excellence.
• 2016–2018: Led valuation, due diligence, and execution of Mitsubishi Electric’s 100% share acquisition. Transitioned governance from hybrid family-corporate to fully corporate model.
• 2018–2024: Directed post-merger integration, aligning culture with the Mitsubishi Way while preserving key family values. Orchestrated succession planning and onboarding of the company’s first corporate CEO.

Direct Oversight:

• HR - IT - Marketing - Administration & Logistics - Compliance & Legal
• HSE (ISO 45001) - Quality (ISO 9001) - Environment (ISO 14001)

Key Highlights:

• Built enduring labor agreements as union liaison, rooted in trust and long-term commitment- Developed ERP system (2001) and implemented Google Workspace (2009) for enterprise collaboration
• Achieved top tier certification (2022) and Great Place to Work recognition (2025)
• Maintained strategic leadership while living in Canada (2012-), through hybrid collaboration and quarterly on-site engagement

• As Chief Compliance Officer, I serve as the executive steward of COHECO’s compliance framework, ensuring that the company operates with integrity, transparency, and alignment to both Mitsubishi Electric’s global standards and local regulatory requirements. I report directly to the President and work closely with cross-functional teams to embed a culture of ethical conduct and continuous improvement across the organization.
• Accountable for implementing the corporate compliance system and lead to a cultural transformation

• As Chief Strategy Officer, I lead the development and execution of COHECO’s long-term strategic initiatives in alignment with our mission and vision for sustainable growth. Working directly with the CEO and executive leadership, I translate complex challenges into actionable strategies that drive innovation, cultural alignment, and operational excellence.
• Accountable for developing the structure of corporate governance and compiling comprehensive statistical reports on operations and financial situation of the company
• Continually monitor and evaluate the execution of strategic initiatives to maximize corporate success

• Appointed at the onset of the company’s foundational transformation, this role provided a strategic platform to lead COHECO’s financial recovery and operational redesign. Oversaw budgeting, financial planning, accounting, and administrative operations during a period of economic instability, enabling the company to regain profitability and implement sustainable growth strategies.
• Led negotiations of Shareholders Purchase Agreement from Mitsubishi-Melco of 15% of Equity at x times the price offered in 1999 and effectively implemented this Agreement
• Spearheaded the organizational restructuring process focusing on Quality, Safety, Processes, Organizational Development, and Human Resources, facilitating change management at all levels to stabilize operations
• Designed a customized software solution and implemented qualified leadership into 80% of departments

Company Overview: Chemical & Pharmaceutical Manufacturing Services Company

• Co-founder and Shareholder of Albonova S.A., born from the Management Buyout of the Hoechst Eteco S.A. pharmaceutical and cosmetic plant in Quito.
• As one of four lead executives, co-designed and negotiated the legal, financial, labor, and operational strategy to transition the plant from a multinational subsidiary into an independent company.
• Remained active as a shareholder through the company’s lifecycle, helping navigate external shocks such as the 1999 Ecuadorian financial crisis and dollarization, which significantly affected the company’s competitiveness.
• Contributed to ensuring all liabilities were fulfilled, and that the company’s closure in 2007 was conducted with order, transparency, and financial responsibility

Company Overview: Chemical & Pharmaceutical Manufacturing Services Company

• Led the transition phase through to operational independence, helping establish the corporate structure, financial model, and governance needed for a fully local operation.
• Played a key role in transforming the organizational culture and operational mindset—from that of a multinational filial to a locally governed, entrepreneurial enterprise.
• Accountable for the successful strategic alignment of Administration, Human Resources, and Accounting Departments

Multinational Chemical Pharmaceutical Affiliate of Hoechst – ECU

Hoechst Eteco S.A., a subsidiary of the former Hoechst AG (Germany), operated across four strategic sectors: Human Pharmaceuticals, Animal Health, Cosmetics (Schwarzkopf), and Industrial Products (Fibers, Plastics, Chemicals). With approximately 550 employees and a major production facility serving domestic and regional export markets, Hoechst was among the most prominent chemical and pharmaceutical companies in the region.

In response to a global strategic shift by Hoechst AG toward Life Sciences, the Ecuadorian operations underwent a comprehensive restructuring. This transformation led to the creation of Hoechst Marion Roussel (HMR), which later became Aventis Pharma. Business units were successfully divested or transferred: Cosmetics to Henkel, segments of the Industrial unit to Clariant, and other product lines to local entities. The main production facility was transferred through a Management Buy-Out (MBO), becoming Albonova S.A.

Treasurer – Financial Strategy & Corporate Transformation

• As Treasurer, I led key aspects of corporate treasury to support financial stability and strategic growth during the company’s transformation. Reporting to the CFO, I managed liquidity, cash forecasting, and risk controls, and supported financing and treasury operations. I worked closely with finance teams, banks, and senior leadership to optimize cash flow, enhance returns, and reduce financial risk—ensuring business continuity throughout the restructuring. I also contributed to the valuation, due diligence, and execution of asset and share deals, supporting the separation and transfer of multiple business units with sound financial analysis and compliance oversight.
• Planned and implemented an independent administrative structure via Asset Deal from 1996 – 1997
• Conducted a valuation of 10 out of 18 business units to be transferred/sold
• Oversaw the effective labour transfer of employees to the new entity
• Restructured operations and managed risks, downsizing to 50% of employees as Treasurer from 1995 – 1996
• Managed the Treasury and planned cash flow, foreign exchange, and interest rate exposure coverage with forwards and swaps coverage