For the last three years (2023-2025), I’ve been building Tiene que haber algo más as a way to explore a question that kept following me:
What happens if I intentionally design a company to expand access to global work opportunities for Latin American professionals?
This post is the connective tissue between everything I built, tested, iterated, and sometimes shut down.
Below, you’ll find the case studies. Here, I want to explain why they exist.
Where this started
Before Tiene que haber algo más, I spent almost ten years working in technology, mostly in product roles.
I knew how to build products, work with engineers, think in systems, and ship under constraints
What I did not know how to do was build an audience, write consistently, run a newsletter, record a podcast, design community products, sell education, sell services or market myself or my ideas.
I came from product and engineering, not communication. All of those skills were built from zero, in public.
The personal context most people didn’t see
Before starting this project, I had spent almost five years traveling as a digital nomad while working remotely.
I lived in different countries.
I worked across time zones.
I built a career that didn’t fit the traditional mold.
Even people close to me didn’t really understand what I was doing, how I was working, why I could live in Croatia, or why I wasn’t tied to an office or a country
That disconnect mattered. I realized that many people in Latin America didn’t lack ambition or talent. They lacked examples. They didn’t see, in Spanish, the range of possible professional lives that already existed.
Why the podcast came first
The podcast was the experiment. It wasn’t a business idea.
I wanted to interview people who were already doing things that felt distant or impossible to many:
- working remotely for global companies
- building unconventional careers
- mixing technology, creativity, and independence
- designing their own paths
In Spanish. The podcast was about visibility. Once people can name a possibility, they can start moving toward it.
From content to company
As the podcast grew, a new question appeared: What if there could be a company behind it?
That’s when Tiene que haber algo más became an experiment in building.
Over time, I tried many formats:
- a paid membership
- cohort-based education programs
- evergreen courses
- a paid job-discovery newsletter
- negotiation kits
- lead magnets
- audience systems
- B2B services
- content in multiple languages and platforms
Each one was a hypothesis. Some worked close to what I expected. Some worked partially, and some didn’t work at all.
All of them taught me something.
The mission that stayed constant
Even as products changed, the mission stayed the same: I want more Latin American professionals to access better global work opportunities.
Remote work is not just a work arrangement. It’s a mechanism that connects countries, salaries, and possibilities that were previously separated.
Everything I built was an attempt to reduce one specific friction: lack of information, confidence, structure, access, and examples. Sometimes through education, community and systems.
Awards and recognitions
As the project grew, external recognition started to validate the work beyond my own audience. I was selected for the Georgetown Leadership Program, became a YLAI Fellow, was named among the Top 50 Remote Influencers, and received the Women That Build award from Globant.
I see these recognitions less as milestones and more as signals. Signals that the problems I was working on mattered, that the approach resonated across borders, and that building products at the intersection of career, technology, and global work had real-world relevance.
They didn’t change how I built, but they reinforced that documenting the process, experimenting in public, and designing with intention were worth continuing.
Why document all of this now
This project is changing. Many of the original hypotheses have now been tested long enough to understand their limits.
Some ideas reached their natural end. Others evolved into something different. Some taught me more than any success could have.
I’m documenting all of this for three reasons.
First, to honor the work.
This project represents thousands of hours of thinking, building, teaching, writing, selling, iterating, and reflecting.
Second, to make the process visible.
Not just outcomes, but decisions, trade-offs, mistakes, and constraints.
Third, to close a chapter intentionally.
To extract meaning from what I built before starting what comes next.
The case studies
Below you’ll find detailed write-ups of the main projects I built inside Tiene que haber algo más:
- Case study #1: Building a membership and deciding to sunset it
- Case study #2: From a live cohort to a six-month evergreen program
- Case study #3: Turning job search chaos into a paid newsletter
- Case study #4: Building a podcast as a long-term system
- Case study #5: How I design and execute product launches
- Case study #6: Building an audience as a distribution system
- Case study #7: Building a newsletter as an owned distribution system
- Case study #8: Building a B2B talent service from scratch
- Case study #9: Scaling content output to validate distribution leverage
Each one stands on its own, but together, they tell the full story.
Documenting this work helps me:
- clarify what kind of problems I want to solve next
- understand where my strengths compound
- and be intentional about what I build going forward
If you’re reading this as a hiring manager, founder, or peer, I hope these case studies make my thinking legible.
If you’re reading this as someone building their own path, I hope it shows that most meaningful work is iterative, imperfect, and worth documenting.