"During the accelerator, we discovered key workflow processes and areas of our organization, including the finance area. Some of our achievements: we expanded production, multiplied our customers, refined internal organization,  and expanded into new markets and business areas. In two countries with medium-term agreements, we doubled our turnover from that of last year and presented ourselves to investors."

"Among the biggest lessons learned fromVelocidad, the one I think I should highlight the most is the importance of having a sustainability team. Understanding that was key, and it still is. When we started working on membership, we thought that I was going to dedicate half of my time to membership and the other half to reporting.  Clearly, that was impossible, and  Velocidad helped us realize  the importance of having a team that would be dedicated to memberships and financial sustainability."

"Today, when we start discussing whether a Ponte employee’s work is good or not, we first take a look at the work processes  in place: are those processes the best they can be to accomplish the task at hand and meet Ponte's objectives? We always ask ourselves this question. Almost always, we find that the problems we have are with the processes, not the people.”

"The most important milestone for RED/ACCIÓN since its launch a little over three years ago is that, in the upcoming quarter, we will break even on the operations side, and that is without counting grants. We would not have reached this milestone if it had not been for Velocidad, with both the financial assistance and the support."

"A major lesson we learned was to understand that we needed to start on  the path toward balancing content production and business priorities. Despite the fact that, with Velocidad, we created a business strategy team that helped us generate income, which immediately helped us open new revenue channels; when we saw the bigger picture by working with a financial consultant and creating a financial follow-up chart, we realized how little we were investing in the business side of our organization, and how all of our efforts were going toward operating costs. We realized that, if we wanted El Pitazo to be sustainable, we had to invest more on the business side."

"Once we did the internal reorganization that allowed us to focus more clearly on our proposition of value, the next challenge was to communicate that, to audiences, to partners and, above all, to potential funders. Given the intense competition in this last area, it was essential to access knowledge and practices to millimetrically build pitches that could open new doors for our projects and dreams.”