It all started with a group of professionals who shared a vision. Clients' needs demanded a service model beyond that of a traditional PR agency. That meant committing ourselves to delivering results for the business of the companies we worked with. From the beginning, we've expressed our promise of value. This is why we've always worked like a consultancy firm. We follow the example of other more demanding, dynamic and consolidated professional services sectors. And, in addition, we adopt the concept of "communication" as opposed to that of just Public Relations. For us, it defined, in a more complete and modern way, the space in which the challenges that we could help solve were found.

Just two years after we began our journey, we dared to compete in a pitch in New York and, to everyone's surprise, to win it. That commission for a North American multinational in Argentina would be the seed of our internationalization. A year later, in 1998, and as a result of that good work, we were lucky enough to be recommended to advise another great company, this time in Lima, Peru. It was the right time to found our first office in Latin America, which would be quickly followed by Buenos Aires, Bogota, Panama and so on, up until reaching the network of 16 offices in 13 countries that we have today. In this way, we responded to an idea that was in our DNA: companies in Spanish- and Portuguese-speaking countries needed the same sophisticated communication assistance services.

The raw material of any professional services company is its talent. Giving a career to the professionals who joined our project became a fundamental need and a priority as we grew. We observed the way in which large organizations of lawyers or business consultants approached this issue. And we gradually incorporated their best practices and aspired to be able to offer the best in our sector. That led us to establish our professional partner model in 2002. With it, we went on to offer the people who brought the most to our clients and to our company the possibility of becoming true owners of the company.

With the advent of the Internet and its enormous impact on the way we communicate, we perceived that our clients' challenges became increasingly complex. We needed professionals from increasingly diverse fields, with very specialized knowledge, but with the ability to collaborate and work as a team. This led us to define a group of specialties, gradually incorporate experts in each of them, and provide them with resources to improve our capabilities. As we did so, we discovered that our internal culture was evolving. We became more permeable, flexible and open. This is helping us today to take advantage of the disruption in which we all operate, relying precisely on the fusion of points of view to explore with our clients new formulas, techniques and tools.

We became internationalized by opening operations directly. With this, we became very relevant in countries where we learned to manage our business, combining local and multinational management. With that experience and with a larger size, we decided to dedicate the necessary resources to make our way into big markets in the Americas. This strategy took us to Argentina, Mexico, Brazil and the United States, for example. It was an enriching and fun learning process. We understood that, in addition to adding talent and business, this process improved our management capabilities and provided us with an essential diversity to work on 21st Century communications.

By bringing together professionals (from different disciplines and very diverse backgrounds) and clients (with very relevant challenges), we began to put solutions on the table that, at first, formed spontaneously. When we realized the potential of some of them, we understood that we needed to drive the process and guide it to meet the increasingly sophisticated challenges of our clients. Since 2012, the specialty areas incorporated yearly evolution plans for their proposals. At the same time, we invested in research to better understand the possibilities, and incorporated the variable of the technologies into our tools and processes. Those initiatives prepared us for the disruptive scenario in which we operate. Today, we bet strongly on the application of BABIVs to improve the analysis, diagnosis and execution of communication projects. In this journey, we continue to be accompanied by clients who, in turn, explore the possibilities of this type of progress. We feel very fortunate.