A message from your CEO

Executive summary

CEO Gastón Taratuta’s message to Aleph’s global sales organization is that freedom at work comes with responsibility. Aleph’s partner proposition is to represent major digital platforms in local markets: educate customers, sell media, deliver campaigns, build and collect revenue, and send money back to partners. The CEO argued that weak sales activity and low use of internal tools make it harder to meet partner expectations—and to explain why results are below target.

After reviewing frontline feedback and performance data, he identified gaps in sales activity, tool adoption, and training, and announced a company-wide certification process. Managers are expected to address performance and tool usage regularly. Employees are expected to use the resources provided and demonstrate measurable execution.

Business strategy and operating expectations

• Core value proposition: Represent partners such as Spotify, Snapchat, TikTok, Microsoft, and Pinterest in emerging markets. Aleph is responsible for market education, media sales, campaign delivery, revenue collection, and remittance.
• Partner trust: The CEO emphasized that platform partners entrust Aleph with their products and expect the company to execute effectively in each market.
• Sales execution: The stated minimum activity expectation is two meetings per day, or 10 per week.
• Evidence-based performance: Sales activity, market coverage, tool usage, training, and quota attainment should provide evidence of execution when discussing results with partners.
• Freedom with accountability: Employees have flexibility but are expected to follow operating requirements and use tools consistently. The CEO said Aleph needs roughly 650 people working with an entrepreneurial spirit while following agreed processes—not unrestricted autonomy without accountability.

Frameworks and playbooks

Frontline diagnosis before intervention

• The CEO spoke with roughly two dozen sales and client-services employees across markets, then reviewed broader data.
• He cautioned that the interviews were not a statistically representative sample and should be treated as an initial diagnostic, not as proof about the whole organization.

Tool-adoption sequence

1. Identify and recognize the tools.
2. Understand how to use them.
3. Use them regularly.
4. Apply them to improve sales activity and performance.

Sales certification playbook

• Provide training led by successful frontline employees who use the same tools as participants.
• Test whether employees can operate in Aleph’s tool ecosystem, rather than whether they can memorize information.
• The exam is open book and permits AI.
• Employees who do not pass may retake the test.

Manager operating rhythm

Managers should meet with their teams every Monday and review relevant performance data. They should discuss concrete gaps—such as missed outreach to Tier 1 and Tier 2 clients, incomplete training, or lack of WeFlow AI usage—and agree on actions.

Performance and development pathway

• Employees who pass certification qualify for certification recognition.
• Aleph plans to select 100 high performers for a Stanford University program, based on tool quality and frequency of use as well as quota achievement.

Metrics and KPIs cited

Area Reported figures Sales organization Approximately 630–650 people, depending on the day; analysis described as covering 600+ employees across CPS and client services Meeting activity 54% met or exceeded the minimum; 23% averaged 1.5–2 meetings per day; 12% had fewer than one meeting per day; about 6% had fewer than 0.5 per day WeFlow logins 94% of CPS and 86% of client-services employees had logged in; 23 CPS and 35 client-services employees had never logged in WeFlow AI use 68% were using it; 32% were not Meeting recordings About 20% of CPS meetings and 44% of client-services meetings were recorded Recording volume Approximately 13,000 videos collected in one quarter Training completion About 85% completed at least 90% of training; 15% had not completed at least 50% Overall performance The CEO described the combined picture as roughly 60% performance, and later characterized it as 55–58%. The figures are approximate and not fully consistent in the subtitles. Manager span Typically five to six people per manager

The meeting-activity categories are reported as spoken and may not be mutually exclusive or add up exactly.

Actions, targets, and timing

• ALF certification training: About four to five hours, delivered by frontline employees who can share practical examples of how they use the tools.
• Training sessions: Planned for October 13 and October 25.
• Initial test: Planned for the first week of November.
• Retake: Employees who do not pass may retake the test by December 5. The test is expected to take 30–40 minutes.
• Stanford program: 100 employees will be selected from the broader workforce based on tool usage, usage frequency, and quota attainment. The CEO said the six-month performance assessment would span Q4 and Q1.
• Exceptions: The CEO acknowledged that leave or personal circumstances can affect performance and distinguished those cases from avoidable gaps in execution.

Examples and actionable takeaways

• Pinterest partnership: The CEO cited Ignacio Vawurin and Ravenoui’s effort to win Pinterest’s business, saying they spent more than seven years building the relationship. The example illustrates the investment required to secure partner trust—and the responsibility that follows.
• Use recordings to refine sales pitches: The 13,000 quarterly videos were presented as a significant opportunity to review conversations and improve pitches with AI support.
• For sales employees: Meet the weekly activity requirement, learn and regularly use the available tools, complete training, and maintain records that support performance discussions with partners.
• For managers: Review activity and tool-use data with each team member every week, identify specific gaps, and follow up on agreed actions.
• For leadership: The CEO said low adoption figures may also reflect a failure to educate employees effectively, so the response will include renewed training—not only accountability.

Presenter and sources

• Presenter: Gastón Taratuta, speaking as Aleph’s CEO.
• Data and tools: The CEO credited Maris and Matt Bruner with compiling the performance data and praised the team that built Aleph’s internal tools.