Leading From The C-Suite: Alejandro Betancourt López On Five Things You Need To Be A Highly Effective C-Suite Executive

Embrace Innovation as a Core Principle — Innovation isn’t just about technology; it’s about finding new ways to create value. When we identified the opportunity in African financial services, it wasn’t about applying Western banking models; it was about innovating to serve unique local needs. This mindset of constant innovation keeps organizations relevant and growing.

As part of our series called “Five Things You Need To Be A Highly Effective C-Suite Executive,” we had the pleasure of interviewing Alejandro Betancourt López.

Alejandro Betancourt López is a visionary entrepreneur and investor known for his strategic foresight and ability to build successful ventures across multiple industries. Born in Caracas, Venezuela, in 1980, he pursued his education at Suffolk University in Massachusetts, completing a double major in Economics and Business Administration.

His diverse business portfolio spans energy, fashion, finance, and transportation sectors. As President of Hawkers, he transformed the Spanish sunglasses startup into a global brand through innovative digital marketing strategies and a substantial 50 million euro investment. Through the O’Hara Administration, he has invested in ventures including BDK Financial Group and its flagship Banque de Dakar, focusing on financial inclusion in French-speaking Africa, as well as Auro Travel, a Spanish ride-sharing company.

Known for blending traditional business principles with modern innovative practices, Betancourt López has built a reputation for identifying opportunities in dynamic markets and fostering economic growth in developing regions. His leadership philosophy emphasizes innovation, adaptability, and the critical role of human capital in driving business success.

Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

Growing up in Caracas, Venezuela, I was raised in a family with a rich heritage that instilled in me an intense curiosity about business and entrepreneurship at an early age. This foundation led me to pursue my education in the United States at Suffolk University, where I completed a double major in Economics and Business Administration. That experience was transformative — it not only equipped me with analytical and strategic thinking skills but also fueled my passion for understanding global economic systems and the intricacies of business operations.

My career began in the energy sector, where I worked for a global petroleum producer and trader, specializing in the exploration, production, and trade of oil and its derivatives. This early exposure to the complexities of the energy market taught me invaluable lessons about navigating both technical and commercial challenges. Those formative years in the petroleum industry laid the groundwork for my entrepreneurial ventures, teaching me the importance of understanding operational details while maintaining strategic vision.

What truly drives me is the belief that business should be a catalyst for positive change, particularly in emerging markets. Having witnessed both the potential and challenges of developing economies firsthand, I’ve dedicated my career to identifying opportunities that can foster economic growth while creating sustainable value.

Can you share the most interesting story that happened to you since you started your career?

One of the most transformative experiences was my involvement with Hawkers. In 2016, when I invested 50 million euros and became president, it was a small startup with enormous potential but limited resources. Established luxury brands dominated the sunglasses market, and many thought it impossible for a new player to make a breakthrough.

What fascinated me was the opportunity to completely reimagine how fashion accessories could be marketed and distributed in the digital age. We leveraged social media and digital marketing in ways that traditional eyewear companies hadn’t explored. Starting with a small team, we grew Hawkers into a global brand with significant retail presence both online and offline.

The most interesting part wasn’t just the growth metrics — it was discovering how digital innovation could democratize the fashion industry. We made quality sunglasses accessible to a younger generation while building a brand that resonated culturally. This experience reinforced my conviction that, with the right vision, team, and execution, one can disrupt even the most established industries.

Can you please give us your favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life?

My business philosophy centers on a principle I often express: “The right people must execute great ideas to achieve their full potential.” This isn’t just a saying — it’s been the cornerstone of every successful venture I’ve been involved with.

When I was building teams across different sectors — from energy to fashion to finance — I learned that brilliant strategies on paper mean nothing without the right people to bring them to life. At Hawkers, for instance, we had an innovative digital marketing strategy, but it was the creative, passionate team we assembled that turned those ideas into a global phenomenon.

This principle has also guided my investment decisions. When evaluating opportunities like BDK Financial Group for emerging markets in Africa or Auro Travel in Spain, I look beyond business models to the people behind them. The human element — creativity, collaboration, leadership — is what transforms good ideas into great businesses.

Is there a particular book that made a significant impact on your leadership style? Can you share a story or an example of that?

While many business books have influenced my thinking, what has had the most impact on me is studying successful business transformations across different cultures and markets. My education at Suffolk University exposed me to diverse case studies of global business operations, which shaped my approach to international entrepreneurship.

The key learning was that a successful global business requires both universal principles and local adaptation. When we expanded Hawkers internationally, we consistently applied our core brand values while adapting our marketing and product offerings to resonate with local cultures. This balance between global vision and local execution has become a hallmark of my investment strategy, whether in African financial services or Spanish transportation startups.

What do you think makes your company stand out? Can you share a story?

What distinguishes my approach through the O’Hara Administration is our commitment to identifying and supporting ventures that have significant growth potential while addressing real market needs. We don’t just provide capital — we bring strategic vision, operational expertise, and a global network.

Take our investment in Banque de Dakar, for example. Rather than simply seeing a financial services opportunity, we recognized the potential to foster economic growth and financial inclusion in French-speaking Africa. This wasn’t just about returns — it was about building infrastructure that could enable entrepreneurship and economic development across an entire region.

Similarly, with Auro Travel in Spain, we saw beyond just another ride-sharing app. We identified an opportunity to innovate in transportation, creating employment opportunities and enhancing urban mobility. Each investment reflects our philosophy of combining profitability with positive impact.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

Innovation: My approach has always been to seek new ways to solve existing problems. At Hawkers, we didn’t try to compete with luxury brands on their terms. Instead, we innovated in distribution and marketing, using social media to build a community around affordable, stylish eyewear. This innovative thinking transformed a saturated market into an opportunity.

Adaptability: Moving from Venezuela to the United States for education, then working across multiple continents and industries, taught me the importance of adapting to different environments while maintaining core principles. Whether navigating the technical complexities of the energy sector or the fast-paced world of fashion, adaptability has been crucial.

Strategic Foresight: Success often comes from seeing opportunities before they become apparent. Investing in African financial services through BDK Financial Group reflected our belief in the continent’s economic potential before it became a mainstream investment theme. This ability to identify and act on emerging trends has been central to building successful ventures.

Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader?

One of the most challenging decisions was determining how to scale Hawkers while maintaining its innovative culture and brand authenticity. We faced a choice between rapid expansion through traditional retail partnerships, which offered immediate revenue growth, and maintaining our digital-first approach with a selective physical presence.

Many advisors pushed for the traditional retail route, arguing it was the proven path for fashion brands. However, our strength lies in our digital DNA and direct connection with customers. We chose to expand selectively, maintaining control over our brand experience while building our online presence globally.

This decision required saying no to lucrative opportunities and facing criticism from those who thought we were limiting our growth. But it preserved what made Hawkers special — our agility, innovation, and authentic connection with a younger generation. The success that followed validated this approach and reinforced my conviction in staying true to my core strengths, even when faced with pressure to conform.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. Most of our readers — in fact, most people — think they have a pretty good idea of what a C-Suite executive does. But in just a few words can you explain what a C-Level executive does that is different from the responsibilities of other leaders?

A C-Suite executive must orchestrate multiple complex systems while maintaining strategic clarity. Unlike other leaders who can focus on optimizing specific functions, we must see how decisions ripple across entire organizations and markets. It’s about balancing immediate operational needs with long-term vision, allocating resources across competing priorities, and most importantly, building the right teams and culture to execute on that vision. We’re responsible not just for what happens today, but for positioning the organization for opportunities that don’t yet exist.

What are the “myths” that you would like to dispel about being a C-Suite executive? Can you explain what you mean?

The biggest myth is that C-Suite success comes from having all the answers. In reality, it comes from asking the right questions and building teams that can find those answers. When I entered new sectors, such as fashion with Hawkers or finance with BDK, I didn’t pretend to be an expert in everything. Instead, I focused on understanding the fundamentals, identifying the right talent, and creating environments that fostered innovation.

Another myth is that C-Suite executives are removed from operational realities. The best strategic decisions come from understanding ground-level challenges. Whether it’s spending time with Hawkers’ digital marketing team or understanding the regulatory complexities facing Banque de Dakar, staying connected to operational details informs better strategic choices.

What are the most common leadership mistakes you have seen C-Suite leaders make when they start leading a new team? What can be done to avoid those errors?

The most common mistake is trying to impose a rigid playbook without understanding the unique context of each business. What works in one industry or market doesn’t necessarily translate to another. When I transitioned from the energy sector to fashion, I had to resist the temptation to apply oil industry practices to a creative, fast-moving consumer brand.

Another critical error is undervaluing existing talent and culture. New leaders often feel pressure to make immediate changes to demonstrate impact. However, I’ve learned that the most effective approach is first to understand what’s working, identify hidden strengths, and build upon them. At Hawkers, some of our best innovations have come from empowering the existing team rather than replacing it.

In your experience, which aspect of running a company tends to be most underestimated? Can you explain or give an example?

The power of fostering creativity and continuous learning within organizations is consistently underestimated. Many leaders focus on processes, metrics, and systems while overlooking the human element that drives innovation.

At Hawkers, our competitive advantage didn’t come from having the best sunglasses technology or the most significant marketing budget. It came from creating an environment where young, creative professionals could experiment with new ideas in digital marketing and social media. This culture of innovation and learning allowed us to outmaneuver established competitors with far greater resources.

What are your “Five Things You Need To Be A Highly Effective C-Suite Executive”? If you can, please share a story or an example for each.

1. Embrace Innovation as a Core Principle — Innovation isn’t just about technology; it’s about finding new ways to create value. When we identified the opportunity in African financial services, it wasn’t about applying Western banking models; it was about innovating to serve unique local needs. This mindset of constant innovation keeps organizations relevant and growing.

2. Build Bridges Across Industries and Cultures — My journey from Venezuelan energy markets to Spanish fashion and African finance has taught me that the best insights often come from the cross-pollination of ideas. The digital marketing expertise we developed at Hawkers informs our approach to customer engagement in financial services. This ability to connect diverse experiences creates unique competitive advantages.

3. Invest in Human Capital Above All — Great ideas require great people to execute them. Every successful venture I’ve been part of succeeded because we assembled the right team and gave them the freedom to excel. This means not just hiring talent but fostering environments where creativity, collaboration, and continuous learning can thrive.

4. Balance Strategic Vision with Operational Excellence — Understanding both the 30,000-foot view and ground-level details is crucial. My early career in petroleum trading taught me that strategic vision without operational understanding is merely a dream. Whether in fashion or finance, I ensure I understand the operational realities that will determine success or failure.

5. Create Value Beyond Financial Returns — Sustainable success stems from ventures that address genuine needs and create a positive impact. Our investment in Banque de Dakar isn’t just about financial returns but about enabling economic growth in emerging markets. This purpose-driven approach attracts better talent, builds stronger partnerships, and creates more resilient businesses.

   
   

In your opinion, what are a few ways that executives can help to create a fantastic work culture? Can you share a story or an example?

Culture is built through consistent actions, not just stated values. At Hawkers, we fostered a culture of innovation by celebrating creative risks, even when they didn’t always yield success. We instituted “innovation days” where team members could work on experimental projects, some of which became key marketing campaigns.

Transparency is another crucial element. Regular communication about challenges and opportunities makes employees partners in the journey. When facing difficult decisions about expansion strategy, we involved teams in the discussion, which not only led to better decisions but also to a more substantial commitment to execution.

Most importantly, recognize and develop talent at all levels. Some of Hawkers’ most successful initiatives came from junior team members who were given the opportunity and support to lead projects. Creating clear pathways for growth and celebrating diverse contributions builds loyalty and drives performance.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

I would champion a movement for “Entrepreneurship Without Borders” — creating ecosystems that connect emerging market entrepreneurs with global resources, mentorship, and markets. Having seen firsthand the incredible talent and ideas in developing regions, I believe the most significant barrier isn’t a lack of innovation but a lack of access.

This movement would go beyond traditional development aid to create sustainable business networks. Imagine connecting an innovative fintech entrepreneur in Senegal with mentors from Silicon Valley, investors from Europe, and partners from Asia, or helping a sustainable fashion designer in Venezuela access global supply chains and markets.

The goal would be to break down the barriers that keep great ideas trapped by geography or circumstance. By fostering these connections and providing practical support — from education to early-stage funding to market access — we could unlock enormous economic potential while creating a more equitable global economy. The entrepreneurial spirit exists everywhere; we just need to make the bridges to let it flourish.

How can our readers further follow you online?

I believe in the importance of sharing knowledge and connecting with fellow entrepreneurs and leaders worldwide. While I maintain a relatively private profile, I encourage readers interested in entrepreneurship, innovation, and emerging markets to engage with the ventures and initiatives in which I’m involved.

The best way to follow my work is through the companies and projects we support — from Hawkers’ continued innovation in fashion to BDK Financial Group’s efforts in African financial inclusion. These ventures represent not just investments but embodiments of the principles we’ve discussed: innovation, human capital, and creating value that extends beyond financial returns.

Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!