The Story of the Gringo Who Wants to Turn Colombia into a Luxury Tourist Destination

To read the original article in Spanish, click here.

I met Shawn Christopher Hiner Leamon while drinking Colombian coffee and talking about tourism in Colombia. He is American, but feels like a local. He speaks Spanish well, fast enough to defend a business, an investment, or win over a client who wants to know more about our country. I was introduced to him by a former press officer from Endeavor, who knows many entrepreneurs building companies amid so many challenges. So, in addition to hearing him talk about investing in new businesses, he told us what he’s doing to turn Colombia into a luxury tourist destination and the concrete steps he and his all-Colombian team are already taking. Their goal is, through the digital channel, to bring the best possible selection of hotels and destinations in Colombia’s coffee region to as many interested travelers as possible. After hearing his story, we sent him our 23 questions for entrepreneurs and their ventures, and this is what he answered:

How old am I? What did I study?

I am 38 years old, born and raised in Dallas, Texas. I studied Economics and Philosophy as a double major at Dartmouth College and later earned my MBA at IE (Instituto de Empresa) in Madrid, Spain.

What was my idea and when was it born? What did I create?

Ten years ago, I started working on my own without any safety net—no investors, no trust fund, not even a plan B. Just ambition, discipline, and a big willingness to take risks, even when all I had was student loan debt and an office cot as a bed. Over a decade, I built a marketing agency in Texas from scratch, eventually employing more than 25 people, including an amazing team throughout Latin America, especially in Colombia. We grew the company to millions of dollars in annual revenue and in 2024, I sold it.

But my journey—and my next big idea—was just beginning.

After selling my agency, I moved to Bogotá, Colombia in 2023. Partly for personal reasons: I wanted to immerse myself in Spanish, but also understand the country my team was from, the culture, and the opportunities I’d only seen on a screen. Once in Colombia, I started traveling the country—from the green coffee regions to the coasts and vibrant cities.

That’s when I hit an unexpected barrier: as beautiful and promising as Colombia is, traveling here is difficult—really difficult. Many hotels don’t even have a website, bookings get lost in WhatsApp, and even for an experienced traveler, organizing a simple trip can feel like solving a puzzle. Service, even in high-end properties, was inconsistent. The most beautiful country in the world just wasn’t easy to enjoy, especially for international, high-profile visitors.

But to me, this wasn’t just a challenge—it was an opportunity.

I realized Colombia has everything it needs to become a world-class luxury destination: stunning landscapes, rich culture, warm people, and billions invested in infrastructure and tourism promotion. However, the luxury tourism sector was completely undeveloped—no one was offering exclusive, tailor-made experiences with the service level global travelers expect. Even Colombia’s main competitors focused on low and mid-range tourism. No one was building a truly integrated luxury travel brand.

So, I got to work. I spent months researching, talking to travelers, interviewing hoteliers, and designing solutions. I wrote a 50-page plan: how Colombia could unlock a billion-dollar luxury tourism industry, and how we could lead that process—raising standards, creating formal jobs, empowering local talent, and changing the global perception of the country.

That’s how Cielo.Travel was born, at the end of 2024 and beginning of 2025, in the heart of Bogotá.

Our mission is to make Colombia a globally recognized luxury destination. We started by taking control of the digital conversation—creating the largest social network focused on Colombian tourism, which now reaches more than 500,000 followers and millions of monthly views. But that’s just Phase One.

What are we building?

• A world-class digital travel and marketing platform: We connect travelers with the best hotels, tours, and experiences in Colombia, making it easy to discover and book luxury travel. Our agency side leverages our digital reach to help high-end hotels and operators grow—and raise service standards along the way.
• Strategic partnerships and integration: Over the next 1–2 years, we’ll form partnerships with the best hotels, guides, and transportation providers in Colombia—curating tailor-made itineraries and building a reputation for trust and consistency.
• Experience owners: In the next phase, we’ll operate our own boutique hotels, tours, and even a hospitality school—ensuring every stage of the guest journey meets true international standards. We’re developing our own technology to facilitate bookings and customer management in multiple currencies, and we’re fully committed to sustainable, inclusive tourism that generates real jobs for Colombians at all levels.

What makes Cielo.Travel unique isn’t just the business plan. It’s that I personally experienced those gaps as a traveler, built the team from scratch, and understand both the frustrations and huge opportunity Colombia represents. I put in my own capital, and I’m here on the ground, working side by side with my team—mostly Colombian—to raise the standards of the entire industry.

We’re aiming high: $50 million in annual revenue, more than 200 jobs created, and global recognition for Colombia—not just as a place of natural beauty, but as a benchmark for luxury, sustainability, and empowerment.

Cielo.Travel isn’t just a business—it’s a movement to change the way the world sees and experiences Colombia. My idea was born at the intersection of entrepreneurial drive, deep respect for my team’s roots, and a vision to redefine what it means to travel here.

And this is just beginning.

How did I make it a reality?

I firmly believe that while research is important, real progress comes from taking action—especially when the opportunity is as big as this. From day one, my approach was simple: don’t get stuck trying to perfect every detail; instead, take bold steps forward and adjust along the way.

Once I saw the gap in Colombia’s luxury tourism industry, I knew what needed to be done. I started by identifying exactly where I could have the greatest immediate impact. That meant building a solid digital base—a powerful, highly engaged audience of travelers.

The first step? I started by acquiring key Instagram accounts and travel-related social media pages in Colombia with large, active followings. By buying and partnering with these already established pages, I immediately created the largest digital network dedicated to promoting Colombian tourism—reaching hundreds of thousands of potential travelers, both inside and outside the country.

But Cielo.Travel was never meant to be a solo effort. From the beginning, I surrounded myself with an amazing team—all based in Colombia, all deeply passionate about their country and its potential. I’m the only foreigner on the team; everyone else brings their local knowledge, creativity, and their own drive.

We quickly organized the company into three main teams:

1. Sales: The engine of any business. Our sales team is totally focused on building relationships, generating partnerships, and landing clients among hotels, restaurants, and tourism operators. They’re opening doors all over Colombia.
2. Creative: This team creates impactful content—photos, videos, and stories—that fuels our social network and generates excitement for travel in Colombia. Their work allows us to control the digital conversation and inspire both tourists and locals.
3. Technical: Our builders and problem-solvers. The technical team is developing new technologies, including our booking platform and AI-powered tools that make planning and experiencing luxury travel in Colombia seamless.

We operate with a sense of urgency. Every day is about action—launching campaigns, testing new ideas, closing deals, growing our audience, and building real products, not just plans. We don’t wait for the “perfect moment.” If something needs to be done, we do it, then learn and improve.

Of course, research and strategy are still part of the process. I spent months mapping out the long-term vision—growth phases, key partnerships, product roadmaps—but action always comes first. We believe the opportunity in Colombian tourism is too big and important to wait for someone else to seize it.

Cielo.Travel is real because we made it real: building a world-class local team, leveraging digital media, partnering with Colombia’s best, and moving fast. We’re building, iterating, and growing every day—always with the goal of taking Colombia to its rightful place as a global luxury destination.

That’s how I brought Cielo.Travel to life—not overthinking, but acting, again and again.

Where did I get the money to launch it, and how did I pay for it?

Cielo.Travel was born the old-fashioned way—with my own investment and years of hard work, not external funds. For over a decade, I ran an investment firm and a marketing agency in the US. Both businesses required long hours, tenacity, and relentless focus on growth. Along the way, we had several successful investment exits, selling company shares and freeing up capital for the next stage.

But the real turning point came when I sold my marketing agency in 2024. That sale gave me the liquidity I needed to fully fund Cielo.Travel with my own resources. To this day, every peso invested in building the company—from acquiring digital assets and hiring a local team to developing technology and launching marketing campaigns—has come directly from my personal savings.

This is consistent with how I’ve built every business since I became an entrepreneur in 2013. I’ve never raised a single peso of external money. I deeply believe in growing a business organically—client by client, referral by referral. This approach forces you to deliver real value, create solid relationships, and build a sustainable, resilient business.

So, to answer the question: Cielo.Travel is 100% self-funded. Every peso invested comes from my savings, the fruit of years of work and successful exits—not from investors, not from banks, not from venture capital. That’s how I paid for it and built it: with patience, discipline, and absolute commitment to making this vision a reality.

What am I achieving with my venture? What am I changing with my idea?

With Cielo.Travel, we are determined to change the way the world sees Colombia—and the way tourism is delivered and experienced throughout the country.

For decades, Colombia has been viewed through a very limited lens. Negative headlines, outdated perceptions, and old stereotypes have overshadowed the real story of this incredible country: its rich culture, stunning landscapes, world-class cuisine, and some of the warmest and most welcoming people you’ll ever meet. Despite all its beauty and potential, tourism in Colombia has rarely been treated as a true profession at a national level. In many countries, hospitality is an art and a respected career. Here, it’s often been undervalued, underdeveloped, or simply overlooked.

That’s what we want to change.

Our mission with Cielo.Travel is twofold:

1. Redefine Colombia’s global reputation. We are using our vast digital network, world-class marketing, and high standards to show the world the real Colombia: a country of luxury, culture, adventure, and unparalleled beauty. We go beyond government slogans and tourism campaigns—we’re transforming the global narrative through every traveler’s story, every partnership, and every experience we deliver.
2. Elevate the professionalization of tourism in Colombia. We are training, empowering, and partnering with Colombians at all levels—guides, hoteliers, chefs, artists—so they have the tools, knowledge, and confidence to offer world-class service. Our goal is not just to attract visitors, but to build a sustainable, respected tourism industry that drives decent, well-paid jobs for the next generation.

At its core, Cielo.Travel is about connection. We want visitors to discover the real Colombia, and for Colombians to become proud ambassadors of their country. By raising standards, investing in local talent, and offering extraordinary experiences, we’re not just changing perceptions—we’re changing lives.

What we’re building isn’t just a travel company. It’s a movement for Colombia to take its place as a leading luxury destination, and to give the world a reason to see, experience, and believe in Colombia like never before.

Am I happy?

For me, happiness isn’t simply a “yes” or a “no.” If I’m honest, I wouldn’t describe myself as particularly “happy,” at least not in the conventional sense. Nor am I unhappy. My life has always revolved around challenge, constant effort, and solving problems. What moves me is purpose, resilience, and the ability to keep going, no matter how tough things get.

I’m naturally introverted, very analytical, and maybe I’m more comfortable facing discomfort than chasing traditional happiness. Over the last ten years, I built my life—and my businesses—without any safety net. No trust fund, no investors, no backup plan. Just discipline, perseverance, and the willingness to endure pain and keep going. There’s a satisfaction that comes from that, even if it isn’t the same as joy.

I’ve learned that fulfillment comes from creating something meaningful, from generating opportunities for others, and from pushing myself to take on bigger and bigger challenges. Today, I have a sense of freedom and achievement that I couldn’t have imagined ten years ago. I’ve traveled the world, worked from anywhere, and built a team I respect. I can see the tangible impact of my work, not just for myself, but for my employees, my partners, and now, for the future of tourism in an entire country.

So, am I “happy”? Maybe not in the way most people mean it. But I’m content with my decisions, proud of what I’ve built, and deeply motivated by what’s to come. For me, that has much more meaning than chasing happiness just for its own sake.

Would I sell my venture, my company?

That’s a tough question, and not one I take lightly—especially considering my history. I’ve never built a business with the sole intention of selling it. For me, creating a company is about building something that lasts. I want my projects to exist 20, 30, even 50 years from now. I’ve always had that focus.

It’s a bit ironic, because I recently did sell a company—my marketing agency—for a significant sum, and I’m proud of that. But even then, selling wasn’t the plan. I was actually preparing to hand the company over to a new leadership team, to keep it running for the long term. The sale happened because an unexpected offer came up, and after much thought, I accepted it.

With Cielo.Travel, my mindset hasn’t changed. My goal isn’t to build this to sell it quickly. I’m thinking about the next 10 to 15 years—about transforming the landscape of tourism in Colombia and building a company that truly has a positive impact on the country. The opportunity here is enormous, and we’re just getting started.

Of course, I’d never say “never”—life is unpredictable and circumstances can change. But right now, selling isn’t even on my mind. I’m focused on building something lasting, impactful, and meaningful—for me, for my team, and for Colombia. The real reward for me isn’t in the sale, but in seeing the vision become reality, year after year.

How hard was it for me to become an entrepreneur?

Starting down this path was not hard for me at all. If you ask anyone who knows me, they’ll tell you the same thing: I’m not afraid of the unknown or of facing new challenges. Launching something new, especially when the opportunity is this big, just feels like the next step—it’s “just another one on the radar,” as I often say.

For me, starting is never the hard part. The truly challenging part comes afterward: the daily work, the inevitable ups and downs, and the unexpected problems that every entrepreneur faces. That’s where the real work begins, and I’ve learned to embrace it. I know there will be great days and terrible days, successes and setbacks, but that’s just part of the entrepreneurial journey.

Was it hard to start? Not at all. I’m used to jumping in, figuring things out on the fly, and facing whatever comes. The challenge doesn’t scare me—it motivates me.

Have I achieved my dream? What do I still want?

If I had already achieved all my dreams by 38, honestly I think I’d feel disappointed. Because then the next question would be: “What now?” For me, the journey is everything—there’s no final goal, no moment when I say “that’s it” and stop moving forward.

I remember the day I sold my company—one of the biggest milestones in my life. No one really knew, except my closest friend. That day, I made more money in a few hours than most people make in years. I felt proud—very proud. But even then, my first thought was: “How can I do this again? How can I do it even better? How far can I go?”

It was never about the money or the recognition. It was about growth, about proving to myself what’s possible. The dream is the journey itself—the act of building, growing, and surpassing my own limits, not reaching a fixed goal and calling it quits.

Am I missing anything? Honestly, no. I just want to keep improving, keep challenging myself, and see how far I can go. There’s no finish line, no single moment of “I did it all.” This is a lifelong journey, and the search—the challenge—is the real dream. And that’s how I like to live it.

What’s next?

Cielo.Travel is just one piece of a much bigger puzzle for me—in terms of my own ambitions and my vision for Colombia, especially as a foreigner.

When I first arrived in Colombia, I thought I’d only stay for a year or two—just enough time to learn some Spanish and have a different experience. But the reality is that the opportunities in this country are like nothing I’ve seen elsewhere. Now, I have no plans to leave for the next 10 or 15 years.

Cielo.Travel has a bright future, but that’s just the beginning. Colombia, as a country, is full of potential. The possibilities here are incredible, and every day I think big—not just about tourism, but about all the ways this country can grow, develop, and open itself to the world.

It’s true: doing business in Colombia can be a challenge. There are obstacles, complexities, and risks you don’t find in other markets. But I want to show other foreigners and investors that not only is it possible to succeed here—it’s really worth it. The opportunities are so great, so attractive, and so unique that they far outweigh the challenges. In many ways, they’re bigger than in almost any other place.

So what’s next? Keep building Cielo.Travel, of course—but also use my experience to pave the way for more investment, innovation, and global attention for Colombia. The story here is just beginning, and I plan to be part of it for many more years.

Is my venture scalable?

Cielo.Travel is not only scalable—it was designed from day one to become one of the largest tourism companies in Colombia and, eventually, a luxury tourism model for emerging markets worldwide. Right now, we’re less than one percent of what Cielo.Travel can be.

From the start, scalability has been at the heart of our vision and business model. We’re building a digital platform from scratch that leverages social networks, technology, and strategic alliances to reach and serve travelers all over Colombia—and beyond. Our initial success in Bogotá is just the tip of the iceberg: with the right infrastructure and team, Cielo.Travel can quickly expand to other cities and regions, each with its own tourism potential.

The opportunity in Colombia is enormous. The country is full of destinations to discover, luxury experiences waiting to be developed, and local talent ready to provide world-class service. We’re talking about a market that can generate tens of millions of dollars in annual revenue just in Bogotá—and that’s before expanding to places like Cartagena, Medellín, the Coffee Region, and Colombia’s spectacular coasts and jungles.

Our plan has several phases and is deeply scalable:

• Digital dominance: By building and acquiring the most powerful travel-focused media network in Colombia, we control the narrative and generate demand nationwide, making our growth fast and cost-efficient.
• Tech-driven solutions: Our technology platform will let us easily scale bookings, customer service, and partnerships as we grow into new markets and segments.
• Growth through partnerships, not physical assets: By forging strong partnerships with hotels, tour operators, and local transport providers, we can expand our offering without being limited by owning physical assets.
• Long-term integration: In the coming years, we will select and operate our own properties and experiences, further increasing our impact and revenue potential.

And we won’t stop there. The model we’re building in Colombia can be replicated in other Latin American countries and in emerging markets with equally high tourism potential.

Is Cielo.Travel scalable? Without a doubt. The vision is big, the opportunity is huge, and we’re just starting to explore the potential. The future of Cielo.Travel isn’t just bright—it’s expansive.

To grow, would I take investment from a stranger? Would I give up part of my company?

Cielo.Travel is a big vision, one that requires significant resources to truly reach its potential. I’ve already invested hundreds of thousands of dollars of my own money, and the business is on track to generate major revenue in the short term. But to achieve everything we’ve set out to do—transform tourism, create formal employment, and redefine how the world sees Colombia—we’ll need more capital than one person can provide.

I would definitely be willing to accept outside investment and I’m open to sharing ownership—with one important condition: the right investor must believe in the mission and be committed to supporting the long-term goals of Cielo.Travel. This isn’t a solo effort; it’s teamwork, and success requires a coalition of people who share the vision for Colombia’s future.

I’m not looking for passive investors who just want a quick profit. I want partners—people willing to roll up their sleeves and help us make a real impact. Changing perceptions, creating jobs, and building something sustainable and meaningful requires more than money, it requires faith, commitment, and shared values.

This project is bigger than myself. Our goal is to become one of the largest formal job creators in Colombia, professionalizing an industry that has been informal for far too long. That kind of change requires scale and to reach that scale, investment is needed.

So yes, I’m open to bringing in the right partners, even if that means giving up part of the company. Cielo.Travel is a movement, and the more people who share in its success and mission, the greater the impact we can have.

What would I never do again?

After more than a decade running my own businesses, I’ve made more mistakes than I can count. In fact, I have a notebook just for writing down my mistakes—because I make new ones every week. Looking back, I see that every mistake was a lesson that made me better, but there’s a pattern I definitely wouldn’t repeat if I could start over.

For years, like many entrepreneurs, I fell into the trap of trying to do everything myself. When you start with limited resources, it’s natural to wear every hat—sales, customer service, support, management, even inventory. But the truth is, trying to be a one-person army leaves you exhausted, sleepless, and never really focused on what matters most. It’s easy to think that’s the only way, especially at the beginning, but in the long run, it actually holds back business growth.

I’ve also made the mistake of thinking I had to be the expert in everything, especially sales or product delivery. But real growth only happens when you start building a team, trusting others, and focusing your energy on leadership. You have to move from being the founder who does everything to being a team builder and coach.

If I could go back, I’d focus much earlier on building a strong team and empowering them to take on responsibilities, instead of carrying all the weight on my shoulders. I’d delegate sooner, invest more in people, and avoid the temptation to micromanage every detail. The best businesses—and the best results—come from collaboration and collective strength, not solo heroics.

I wouldn’t change the lessons I’ve learned, but now it’s clear: you can’t build something truly great alone. If you want to go far, you have to go together. That’s what I’m focused on now with Cielo.Travel—making sure it’s a team effort from the start.

Who inspired me? Who would I like to follow?

I can’t point to just one person who inspired me or to a famous figure whose path I want to follow step by step. My journey has been shaped more by circumstances, challenges, and the people I’ve worked with than by a specific “hero.”

What has really inspired me are the stories of people who build from nothing—those who start without a safety net and find a way to create value, not because someone tells them to, but because they choose to. I’m moved by the tenacity and resilience I’ve seen in others, whether they’re entrepreneurs pushing forward despite setbacks, teammates overcoming obstacles, or Colombians finding opportunities despite difficulties. Those are the kinds of people who motivate me to keep pushing.

I’m also inspired by my own path—the mistakes, the risks, and the constant quest to move forward. I don’t chase the path of a billionaire founder or business celebrity. I want to build something that lasts, that serves others, and that creates real opportunities, especially in places where people are hungry to show their potential—and that of their country—to the world.

If I had to follow someone’s example, it would be that of builders: people who care more about the legacy they leave than about headlines, more about impact than awards. People who take pride in empowering teams, creating jobs, and helping others achieve more than they thought possible. That’s the example I want to follow and, hopefully, leave for others.

Did I ever fail? Did I think of giving up?

That question actually makes me laugh. For me, failure isn’t a rare event—it’s a constant companion. I’ve failed so many times, in so many ways—personally, professionally, even in endurance sports—that it doesn’t really affect me anymore. To me, failure simply means: “That attempt didn’t work. What can I improve for next time?” I fail almost every day, every week, sometimes for years trying to get something right. But in the end, you only need to succeed once for it all to be worth it.

Have I ever thought of giving up? Of course. There are days when I’ve questioned everything: why I keep pushing, why I keep taking risks, why I choose the hard road. Since 2013, I’ve worked almost every day, sometimes seven days a week, with almost no breaks. There have been really tough days—days when a client fires you, when you lose money, when a key team member quits, when everything falls apart out of nowhere. It’s exhausting, and sometimes even demoralizing.

But that’s life. That’s business. That’s the reality of building something with no safety net. My goal has never been to avoid failure, but to become immune to it—to not let it define me or stop me. It happens so often I barely notice. Failure? Fine, I get up, fix it, and move on. The secret is: just don’t stop.

So yes, I’ve failed more times than I can count. And yes, I’ve had moments of doubt. But I never let those moments stop me from moving forward. That’s what really gives meaning to the journey.

Do I belong to any kind of community that helps me in this entrepreneurial journey?

I’m not part of any formal entrepreneurial organization or mastermind groups, but I do have a very important support network: my family and, especially, my friends, many of whom are also entrepreneurs. We support each other, share advice, and vent about the same challenges and difficulties that come with building companies from scratch. Having people in my life who understand the effort and struggle makes all the difference, even if it’s not an “official” community. For me, that’s enough.

Does what I’m doing transcend? Can it impact new generations?

What I’m building isn’t just about me—it’s about showing what’s possible for others, especially for those who may not have many role models to admire.

Since I was 19, I’ve kept a notebook of big goals—many focused on inspiring and opening doors for the next generation. From the beginning, I knew it would take years, even decades, but I’ve always wanted to show young people, especially those who look like me or come from backgrounds like mine, that there’s much more to life than what you expect or see at first glance.

Growing up as a Black person in Texas, I rarely saw examples of Black business owners, entrepreneurs, or professionals outside of sports or entertainment. That limited vision can really affect what you believe is possible for yourself. Now, my mission is to break that mold.

And I don’t say this lightly. I’m living proof that there’s no single path in life. I’m a kid from Texas who moved to Colombia without speaking much Spanish. A year and a half later, I own the largest tourism-focused social network in Colombia, I’ve built a company from scratch, and I lead a team of ten talented people—all in a country where I started as an outsider.

If I could do that, anyone willing to work hard, take risks, and keep moving forward can achieve something just as big. You don’t have to follow someone else’s script—you can create your own story, no matter where you start.

That’s the legacy I want to leave: not just to build a company, but to show the next generation—wherever they are—that their dreams aren’t limited by their circumstances, language, or geography. There are many paths to success, and you can create your own, even if no one around you has done it before.

How do I see myself in 10 years, and how do I see the future of my company, my venture?

In ten years, I see myself as a true bridge between cultures, a leader who not only speaks Spanish fluently but also masters the language of business, community, and opportunities in Colombia. I’ll still be living here, more rooted than ever, and even more committed to building teams, guiding leaders, and opening doors for the next generation—both in Colombia and wherever else I can make an impact.

But what really excites me is the vision for Cielo.Travel over the next decade. In ten years, Cielo.Travel will be the undisputed leader in luxury tourism and experiences in Colombia—a brand synonymous with excellence, integrity, and world-class hospitality. We’ll be much more than a travel agency; we’ll be a powerful ecosystem that has redefined what it means to visit, get to know, and invest in Colombia.

Here’s how I see Cielo.Travel in 2035:

• National—and global—impact: We’ll have expanded far beyond Bogotá, with operations in all key regions of Colombia, showing the world the diversity of luxury destinations, natural wonders, and hidden gems of the country to travelers everywhere.
• The gold standard in hospitality: We’ll own and operate boutique hotels and curated travel experiences, setting new standards for quality, sustainability, and service—not just in Colombia but across Latin America.
• A legacy of empowerment: Our company will have generated hundreds of formal, well-paid jobs for Colombians, especially in communities that have historically been overlooked. Our leaders, managers, and guides will be local talent—many of whom started their careers with us.
• A school of tourism and leadership: We’ll have launched a top-tier hospitality and tourism academy, partnering with world-class institutions to train future leaders and professionals—not just for Cielo.Travel, but for the entire region.
• A reputation as a movement: Cielo.Travel will be recognized not only as a successful company, but as a movement that helped change the way the world sees Colombia—breaking down old stereotypes and showing the country’s true potential.

And me? I see myself even more fulfilled—not because “I made it,” but because I’ll keep building, growing, and helping others write their own stories of possibility. I’ll be mentoring new entrepreneurs, investing in the next wave of Colombian innovators, and showing every day that you don’t have to be born in the “right” circumstances or follow the expected path to achieve something extraordinary.

The story of Cielo.Travel is just beginning. In ten years, I want people to look at our journey and say, “If they could do it there, we can too.” That’s the vision. That’s the legacy I want to leave.

What role have my family and friends played?

My family and friends have played a fundamental role in my life and in my journey as an entrepreneur. Although they’re not always directly involved in my projects, they’ve been my biggest support network, in both good times and bad. They’re the people I can be completely honest with, who cheer me on when things are going well, but also give me perspective and encouragement when things get tough.

Many of my friends are also entrepreneurs, so we share advice, ideas, and support each other when we face challenges or failures. That connection makes all the difference, because sometimes only someone who’s been through the same thing can really understand how you feel.

In short, my family and friends have been my emotional support, my confidants, and often my inspiration to keep going. I wouldn’t be where I am today without them.

I made it. Would I help other entrepreneurs achieve it?

Of course. If someone is really committed, willing to work hard, and prepared to face the challenges and effort it takes to build something from scratch, I’ll always make time to help. I know what it’s like to have no map or safety net and to have to learn everything the hard way. If my experience or advice can help someone avoid a mistake, take a smarter risk, or just keep going when things get tough, I’m happy to share it.

I’m not interested in hand-holding, but if someone is truly serious about their goals, I’ll do what I can to support them—because everyone deserves a chance, and no one gets far alone.

What role did my team play? Who are they?

There’s a great quote from Marc Randolph, cofounder and first CEO of Netflix: “At the end of the day, a CEO only has three responsibilities: set the direction for the company, don’t run out of money, and build a great team. And the last one is the most important.” That really sums up my philosophy. No matter how strong your vision is, or how good your strategy, it’s the team that brings everything to life. Cielo.Travel simply wouldn’t exist without the incredible group of people I’ve been lucky to work with.

My team is almost entirely made up of talented Colombians—marketers, creatives, technologists, salespeople—each one brings their expertise, drive, and unique local vision. I’m the only foreigner. Everyone else lives and breathes Colombia, and that local perspective has been invaluable. They are the reason we’ve been able to move so fast and build something real in such a short time.

I can define the vision, but it’s my team who makes it a reality, day after day. They take ownership of projects, solve problems, innovate, and care about the mission as much as I do. Building a great team is the most important thing I do as CEO, and I couldn’t be prouder of who we are and what we’re achieving together.

What is my personal hallmark? What sets me apart from the rest?

My personal hallmark is resilience and the willingness to bet on myself, even when the odds aren’t in my favor. I didn’t start with a safety net, no investors, no special advantages—just an unyielding determination to keep going, no matter how hard things got. I’m not afraid to start from scratch, move to a new country, or take on challenges that most people would rather avoid. I keep a notebook of my mistakes and see every failure as a lesson, not as a defeat.

What really sets me apart is that I don’t just dream big—I take action every day to make those dreams real. I’m comfortable with discomfort and thrive in situations where others might give up. I don’t follow the traditional path or wait for permission, I create my own opportunities and focus on building something that lasts and lifts others up along the way. And above all, I try to lead by example—to show others, especially those who don’t see many role models who look like them, that you can create your own story, no matter where you start from.

What have I learned from all this?

Just keep going.