"We learn by adapting and taking risks, never staying too comfortable."
Welcome to ValiantCEO Magazine’s exclusive interview with Pablo Miller, the visionary leader behind Remoti, a groundbreaking platform connecting companies with remote teams in Latin America and Asia.
In this enlightening conversation, we delve into the remarkable journey of Pablo Miller, exploring his personal and professional experiences that have shaped his path as a resilient CEO in the ever-evolving landscape of remote work and beyond.
Pablo Miller’s story is not just about the success of Remoti; it’s a testament to the unwavering determination and adaptability required to overcome significant challenges. With an impressive background that spans continents and cultures, Miller’s unique perspective drives his commitment to connecting emerging talent with global opportunities.
As you read on, you’ll discover how Pablo Miller navigated through a substantial setback when the crypto market downturn impacted his business, leading to a profound shift in strategy.
Miller also shares invaluable insights on building resilient teams, maintaining personal resilience, and effective crisis management, all while emphasizing the importance of clear communication and the enduring value of a strong vision.
Join us on this journey as we uncover the principles and strategies that have made Pablo Miller a beacon of resilience and innovation in the world of remote work and beyond.
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Table of Contents
We are thrilled to have you join us today, welcome to ValiantCEO Magazine’s exclusive interview! Let’s start off with a little introduction. Tell our readers a bit about yourself and your company.
Pablo Miller: Remoti is a platform that allows companies to connect with remote teams in Latin America and Asia. We also act as the employer of record, which means that we actually hire these folks on behalf of the client. So our clients don’t have to set up legal entities, and then we have automated retention products for each country.
And in terms of my background, I was born in the UK to a British father and a Colombian mother. At the age of 22, I realized that I wanted to connect emerging talent with outside opportunity and that’s why I moved to Columbia to set up Remoti.
Can you share a time when your business faced a significant challenge? How did you navigate through it?
Pablo Miller: So, a significant portion of our revenue used to be derived from venture capital investments, and we had a strong focus on the Fintech and cryptocurrency sectors. However, at the beginning of this year, the crypto market experienced a downturn.
Furthermore, various factors such as geopolitical issues, economic recessions, and high interest rates, added to the challenges. Consequently, many of our clients were unable to secure investments, leading to a freeze in hiring. This presented an exceptionally tough situation for us since approximately 70% of our revenue came from there the previous year.
So we had to explore new avenues—we ventured into different market segments that showed consistent growth and initiated projects in the field of digital transformation for banks, and expanded our presence in the gaming industry.
While we did witness a decline in our revenues, our entrepreneurial spirit and resilience enabled us to identify and tap into promising markets.
How has a failure or apparent failure set you up for later success?
Pablo Miller: I think that failure is a good thing in the sense that, if you’re failing, you’re not trying hard enough, but if you keep failing, then you’re consciously doing something wrong.
So one thing that I think we’ve done well as a business is that we adapt and learn very quickly—we are always taking risks, we never like to be comfortable, and we always like to push ourselves.
When we make mistakes, we ensure that we do not to do them again. We are also fortunate to have a remarkable group of advisors and a dedicated board of directors who help us conduct post-mortems to pinpoint our missteps and learn from them.
How do you build a resilient team? What qualities do you look for in your team members?
Pablo Miller: During interviews, one of the crucial first questions I pose to candidates involves their experiences in encountering and resolving challenging situations. I need to get a grasp on their problem-solving mindset.
How they describe these experiences is vital because it demonstrates their ability to tackle complex issues. In our line of work, as a CEO, it’s crucial not to be deterred when problems arise; problem-solving is, in fact, our primary responsibility.
I became a CEO at a young age, just 22. Initially, I was overwhelmed and somewhat discouraged when facing problems.
However, I’ve since learned that my role is to solve these issues. I strive to impart this wisdom to my team, emphasizing that they should come to work with the understanding that challenges will arise and it’s their responsibility to navigate them. By encouraging open dialogue and idea-sharing, we can collectively address these challenges in the most effective manner.
How do you maintain your personal resilience during tough times?
Pablo Miller: Navigating this question is a difficult one because, for me, the concept of giving up or quitting has never truly applied. There have been instances where our clients delayed payments, and funding became scarce. Since we depend on our clients, it was obviously a nerve-wracking experience.
I firmly believe that there is no greater display of resilience than a person who overcomes obstacles. Whenever I encounter tough times, my focus always centers on looking for a way out. This is not limited to business challenges alone, as personal difficulties often intertwine. Unfortunately, I lost my father to cancer last year, and juggling personal loss with business management was incredibly challenging.
But above all, maintaining that resilience, even in the face of such personal loss, became so important. Additionally, having a supportive circle of friends was instrumental. These friends acted as emotional sustenance, helping me navigate through these tough moments. The value of such friends cannot be overstated, as they play a vital role in lifting your spirits and encouraging you during difficult times.
What strategies do you use to manage stress and maintain focus during a crisis?
Pablo Miller: Firstly, spending quality time with family is a non-negotiable priority for me. I make sure to connect with family members a couple of times a week. Secondly, I hold strong religious beliefs as a Catholic. Attending church weekly and praying every night is a grounding practice that provides me with inner strength and resilience.
Thirdly, I’ve learned the value of being gentle with oneself. When stress levels are high, it’s all too easy to indulge in unhealthy habits, like poor eating and excessive drinking, and to engage in self-criticism. However, I’ve found that being gentle with oneself and practicing self-compassion is a powerful tool for managing tough moments more effectively.
Lastly, I stay laser-focused on our overarching vision. Our mission isn’t just about meeting payroll; it’s about creating an exceptional product or service. In the midst of stressful times, I keep my eye on that long-term vision and concentrate on overcoming each obstacle as it comes.
How do you communicate with your team during a crisis?
Pablo Miller: My strategy for communicating with the team during a crisis is entirely based on clear communication. I believe in addressing issues directly rather than shouldering the burden by myself.
When a crisis arises, I gather the team, encourage their input, and ensure everyone is accountable for their role in overcoming the challenge. Clarity, teamwork, and accountability are the cornerstones of our approach.
What advice would you give to other CEOs on building resilience in their organizations?
Pablo Miller: My advice for CEOs looking to build resilience in their organizations is straightforward. Firstly, it’s vital to surround yourself with individuals who wholeheartedly buy into your vision and recognize the mutual commitment in place.
I’ve learned that the people you have around you are not just employees, colleagues, or partners—they are your allies in good times and bad. They should be ready to stand by your side and uplift you.
How do you prepare your business for potential future crises?
Pablo Miller: I think maintaining a financial cushion is crucial, as it ensures we can continue to pay our staff and invest in our products even when times are tough
Secondly, we prioritize our clients by offering them exceptional care and attention. We aim to exceed their expectations, understand their needs and deliver even better service to retain their loyalty. And lastly, we adopt a rigorous resource management strategy by avoiding unnecessary expenditures.
What’s the most important lesson you’ve learned about leadership in times of crisis?
Pablo Miller: The most critical leadership lesson I’ve learned regarding crises is that it’s vital to recognize every business will encounter crises at some point. Therefore, the role of the CEO and the management team is akin to steering a plane to safety during a turbulent storm.
In moments of chaos, it’s essential not to dwell on the crisis or think that your company is uniquely suffering. Instead, it’s about adapting to the situation and being flexible. Acknowledge the challenges, accept that the market may be tough, the product might need improvement, or the service may need fine-tuning.
Jerome Knyszewski, VIP Contributor to ValiantCEO and the host of this interview would like to thank Pablo Miller for taking the time to do this interview and share his knowledge and experience with our readers.
If you would like to get in touch with Pablo Miller or his company, you can do it through his – Linkedin Page
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