![\"Venanzio](\"https:\/\/inteligensa.com\/wp-content\/uploads\/2017\/05\/venanzio-cipollitti.jpg\")
<\/p>\n<\/p>\n
Interview to Venanzio Cipollitti,
\nCEO of the Inteligensa Group,
\nin the context of the 30th Anniversary of Inteligensa<\/p><\/blockquote>\n<\/p>\n
1. We’re near to celebrate Inteligensa’s third decade, a company that was born, like many others, as a small venture, but that has grown and became a solid business group, a necessary reference in the world of instruments of payment. Mr. Venanzio, tell us about those origins: How were they?, How did you visualize your project in that moment?<\/strong><\/p>\n
After the experiences I had working in AT&T as a Telecommunications Engineer and then with Olivetti as the Commercial Director of Computer Systems directed to the banking sector, I wanted Inteligensa to be oriented to banking business, as a supplier of technological and banking products. I identified the card as a technological product, that combined the graphic arts (which I love), and I thought it was an excellent combination. Therefore I decided to start off with this product, although it was very hard because the card is a high security device and banks don’t like to experiment, and, obviously, we were a start-up, a small company that had to show credibility, and we had to work hard to achieve that credibility.<\/p>\n
Because of this, the first thing I did when I began the business was to look for a manufacturer whom Inteligensa could represent, and that was Kirk Plastic, recognized as the best manufacturer of the United States, the most prestigious, the company that developed the first payment cards, from the Diners Club of the 50s, passing through BankAmeriCard, that later turned into Visa, and the Master Charge, that after became MasterCard. It was a slow construction of our relationship with them, because also there we had to show credibility and commitment with them as Kirk Plastic was like an institution. But that turned out very well; we started to sell cards in Venezuela, and, from the beginning, I wanted to spread our presence to other markets and that was when we began selling Kirk Plastic cards in Mexico, Dominican Republic, Puerto Rico, Brazil, Argentina, Chile, and I was the salesman. I sold the cards personally to the banks. I lived flying on an airplane, and after many efforts and bumps, we finally accomplished to penetrate several institutions and it was there that Inteligensa’s growth started. It took us about 5 years to develop this company and to have it well stable; it was a job of a lot of perseverance.<\/p>\n
Then, as we were getting to be known, the brand Inteligensa began to sound: the banks spread the word about us. It became a little easier for us.<\/p>\n
2. We would have to specify that Inteligensa is founded on July 7th of 1987. How is the Inteligensa from 1987 different from the Inteligensa of 2017?<\/strong><\/p>\n
If I most certainly founded it on 1987, Inteligensa started to work with cards around the years 89-90, because the first 2 years I had a completely different purpose for Inteligensa. I came as an Electronic Engineer from working in telecommunications and computing systems, and it was the time that computer science was soaking in new telecommunications technologies, especially for systems integration. Also, we see, for instance, how IBM got into the world of telecommunications. AT&T, which was the king of telecommunications, also dove into the world of computer science. Therefore I saw those technological integrations that were happening and I decided to call the company Inform\u00e1tica y Telecomunicaciones Integradas, Sociedad An\u00f3nima (its name in Spanish, which means Computing and Telecommunication Integrated). I said: “Someday we are going to be in the business of providing computing and telecommunication devices” and I was aiming very much at networks. Internet didn’t exist yet, but computers and minicomputers of that moment were integrating more each time, so networks were very important, and, obviously, when personal computers are born, networks were super important. With the first syllables of that name came out this company: Inteligensa; the name was very vibrant.<\/p>\n
The concept, nonetheless, evolved, because, when I wanted to get into the world of systems, I didn’t have the money to finance those kinds of technologies, and I had to desist from that business of computing and telecommunications integration. However, the first two years we did do experiments with the first points of sale, because at that time cards were still ironed with manual credit card machines, and you could see that the POS were slowly taking power. But also in that case you needed some money, so I decided to start off with the cards and, from then on, we focused on them, and, after 2 years, we got into the first personalization center, we founded it in Caracas, and, from there, we started to transit other multinational paths.<\/p>\n
3. In these 30 years the changes that have been in the instruments of payment market are a lot in Latin America as well as in Venezuela. Which important role has Inteligensa played in that history?<\/strong><\/p>\n
In 1997 we already had about 7 years dedicated to cards, so I considered that we could now retake the project that we couldn’t execute in its moment (the points of sale), and we got involved with a very important company of that time called Lipman, and we started being autonomous in software development as well as in the maintenance of machines. We organized ourselves very well with a group of engineers to develop applications for those points of sale, and then we also organized ourselves to have a network of technicians on a national scale that could give maintenance to those devices.<\/p>\n
We began to grow not only here in Venezuela, but in Colombia and Mexico, and we sold a lot of machines, not only to the banking sector, but also to other particular applications. That was our participation in the instruments of payment. What we didn’t do was getting into the transactional world; we wanted to focus on an important part of the equipment, the commerce, which is in field, in the businesses, or to focus on the cards that are in hands of users.<\/p>\n
4. According to you, which are the values that have made Inteligensa reach its 30th anniversary, achieving the positioning it has in the Venezuelan and Latin American markets?<\/strong><\/p>\n
First of all, the commitment to the customers, because, if you don’t have a service attitude, you come to be another one. We always try to identify with the necessities of the client, understand him\/her, understand him in the good moments and in moments of crisis, and assist customers to please them.<\/p>\n
Second: honesty. We are honest people that avoid whichever kind of improper business but that is natural. You are in a world of products so delicate as are cards. You have to dedicate yourself to design, produce, personalize products as delicate as a card, which were subject to all kinds of irregularities. We have to preserve the card’s integrity. In fact, it pleases me to say that, after almost 3,000 million cards that we have provided in the region since the foundation of the Inteligensa Group, thank God we didn’t have problems of fraud nor irregularities, and this is due to our honesty and the fact that we work with people with values and a high level of discipline and rectitude.<\/p>\n
Other values, the intrinsic human values…we are a company that has taken care of its human resource and in the worst situations as well. We have had to live the attacks of the economies of these Latin American countries, and it hasn’t been easy at all, for example, living the Mexican crisis in its moment, the Brazilian crisis, the Argentine crisis, not to say the Venezuelan crisis. We have accomplished to sail this company in its different versions.<\/p>\n
Here, for example, even in moments like the oil strike of Venezuela, that the country stopped for a lot of time, we preserved the whole personnel, and the thing is that, for us, the people who work in Inteligensa are very important for us. We make the possible efforts to preserve the organization even in the worst crisis, and that is why we have a group of very loyal people that work very hard for the company, that shows complete honesty.<\/p>\n
5. Mr. Venanzio, surely the anecdotes that you must have of Inteligensa and of the many people that have passed through it are a lot. Tell us about one of those anecdotes: the one you remember most or that brings you pleasing memories.<\/strong><\/p>\n
One famous anecdote was when we received the first order of cards. After fighting and waiting so much, a Venezuelan bank puts us that first order and it was an important one, voluminous. I was happy, of course. I didn’t know very much the aspects of this job, and, well, we sent the order to the plant in the United States and I asked the Graphic Arts Manager to improve the card sample and that we tried to enhance the graphic elements in order to hand an upgraded card, and, well, the man turned very creative, made corrections, and improved the card following his criterion. When we saw the cromalin, I thought this card version was fantastic. We asked to produce the cards. I received a sample, I send it to the client, and I told him: “What do you think?”. “Well, very nice, but this is not my card; this is not my blue”, the client said. The thing is that we had made some changes that… “The truth is that it looked pretty nice, but you changed it too much and I can’t accept you this batch of cards”. So, for a company that’s beginning, with highly limited resources, we had to send all those cards to be destroyed and produce them again, and I can’t tell you the effort that meant for our finances highly fragile already.<\/p>\n
Another anecdote was with Carlos Cruz-Diez, a person with whom I had the opportunity, before founding the company, to share a lot of moments in his art workshop and learn the printing techniques, because he is not only a great plastic artist but he is a man that dominates the printing world. I remember very well the learning sessions, how with his mentory you could transform the ideas of images that banks had, how to miniaturize them and enhance all that in a space so small with good graphic criteria. Even now we preserve some of that criteria.<\/p>\n
There is also the anecdote of the Venezuelan \u201cTarjet\u00f3logo\u201d (cardmaker). I’ve always felt curiosity about why nobody was concerned about recognizing the effort and contributions that so many people had made to the world of instruments of payment. It seems like it’s something very natural, but everything that’s behind a payments system is so complicated and people don’t give it its right value. I thought that it was necessary to give a recognition to the people that were pioneers in implanting it in Venezuela, but we couldn’t be a judge and part in that event, so we designed the award to the Venezuelan \u201cTarjet\u00f3logo\u201d since 2003 and then we did a second version in 2010, we sent a survey to the people of the instruments of payment world, there was an election, and the winners emerged. We did two big celebrations of the Venezuelan \u201cTarjet\u00f3logo\u201d, and we could share with those pioneers, a lot of them retired nowadays, but in their moment they had that vision, that capacity of implanting these systems and that, as of today, function massively. Truly masters of the instruments of payment, and we, in Inteligensa, give huge credit and recognition to what they did, where we were like intermediates so that partners in this world would make them this recognition through this award. We then repeated this in Brazil also twice, and I think that the first surprised were the winners because they never would’ve expected that someone would remember them or recognized their job.<\/p>\n
6. If you had the opportunity to turn back time, what would you do differently in regard with Inteligensa and why?<\/strong><\/p>\n
Maybe I would have looked for better advice about how to manage countries in crisis. For sure, the political, economical and social situations of every country vary constantly, but the most difficult has been to manage those variations and that you are suddenly lost in a market with great complications derived from those changes. Probably I\u00b4d have eliminated some markets that were a headache and I would have focused more in the European and the American markets, because I believe we focused too much in the Latin American market. And I\u00b4m very grateful, but it is unstable, so I think I would dedicate more multinational efforts to more stable markets such as the European and the American markets.<\/p>\n
Where we inverted a lot of money was in Brazil with the foundation of the company Intelcav. In the years 97-98 the company Kirk Plastic, with which we had an extraordinary relationship, was sold to an European group, and their politics were not compatible with ours. Therefore I decided to found our own card factory and I decided to do it in Brazil, because it was a country that was coming out of hiperinflation, and we had had to face that commerce with a country in hiperinflation that didn’t have the card culture, but after the implementation of the Plan Real of President Fernando Henrique Cardoso towards the years 96-97, we saw that that country was going to change completely regarding its card usage patterns, and it was there that I decided to choose the place to install the factory. If I could turn back time, I think I would have completely changed my strategy with Brazil, considering that it was a country with a very big market but it had been a tough country, so if you ask me what would I change, I would fundamentally change Brazil’s strategy, although I have to say that Intelcav is a very successful company; we dedicated 17 years of our lives to develop that company, and it’s a big daughter of Inteligensa that has come to have up to 800 employees, even though there are things that I would have wanted to make different.<\/p>\n
In Venezuela, what can I say I would have made different? Not much, because the fact that we’re still active after all the situations that we, all the entrepreneurs, have lived says a lot about our resiliences as companies, but it has been a great challenge. It’s still a fundamental market for Inteligensa, and we think about continuing for many years more. Venezuela is the Head Quarter and it still will be. We have operations in multiple countries: Brazil, Mexico, Colombia, Costa Rica, the United States, now in Italy, but the decisions are made here in Caracas, so that makes us a rare case of a Venezuelan company that became a multinational.<\/p>\n
7. Inteligensa was born in Venezuela and after 30 years it\u00b4s still in that country. For no one it is a secret that Venezuela is living nowadays a very hard crisis in different areas, and mainly the economic area. Which is your message to the Venezuelan worker, to the Venezuelan businessman, to that one that is still betting on the country, but mainly to your coworker that supports the company with his\/her dedication and effort of every day?<\/strong>
\nThere is something that I learned in these 30 years and it is that the Venezuelan is very witty, very clever. He\/she is bright and we have taken advantage of that spark with so many Venezuelan talents to innovate. The innovation\u2026 and Inteligensa is characterized by having innovated a lot of products, cards, POS applications, complementary concepts for the world of instruments of payment. That muse of inspiration is abundant in Venezuela, and the Venezuelan that has lived so many situations in these years, has become more creative than ever. We have nowadays super creative Venezuelans; they are people whose ideas sprout easily and we see that in the Venezuelans living abroad. What we have to do is to increase the self-esteem of the Venezuelans: that they don\u00b4t think that important things mainly come from another countries, supposedly called developed countries. I think that is a fallacy; they don\u00b4t have to think that good things only originate in those countries.<\/p>\nThe Venezuelan workers need to be in an environment where they can produce ideas. I can talk, for example, about the Venezuelan banking, our clients, but not only the banking. In general, the Venezuelan companies are not complicated to adopt new technologies. You can see, for example, in other countries a new idea, a new technology, and they think and think about it. Here the Venezuelan is bold, dares to new ideas, to new technologies. If they have resources they do it, and that typical quotation of the Venezuelan \u201cvamos a darle\u201d (\u201clet\u00b4s do it\u201d) we have to value it more. It\u00b4s not complicated in comparison to other Latin American cultures. Maybe if something stops them it\u00b4s the availability of resources or the economical environment, so knowing this factor I think that the multinationals should seriously think about relocating in Venezuela, like in the past, and working as innovation centers. Now, at the operative level, the Venezuelan has turned into an efficient and fast worker, allowing a multinational operative center to operate well from Venezuela.<\/p>\n
What to say to the guys? Well, Venezuela is a country that has everything to be done, with great opportunities even in its current conditions. I think that we have to give the country its fair value and also to its people and to the future opportunities. He who stays in Venezuela has a clear advantage to participate in the process of construction or reconstruction. The one who is abroad, when he\/she returns is going to participate in that process, but the one who stayed has the advantage.<\/p>\n
I think that we don\u00b4t have to see the country only from a political point of view; we are very mixed up in the political theme. The country is build with the sum of the individual efforts, so if one is clever and believes in the country, and decides to run a project, as this country needs everything, for sure is going to be successful, but if one thinks that there\u00b4s nothing to do, that the only solution is to leave the country, there\u00b4s no doubt that that person here is not going to succeed. It\u00b4s a matter of attitude.<\/p>\n
Governments change, politicians change, but what we do for the construction of the country is going to be seen independently of the government in power or the economical situation. Therefore, I think that simply they must dare to do, trusting the country and not being partner of a social psychosis, because the country is still beautiful, with an extraordinary weather and a lot of resources that someday will flourish even more and mainly for a human resource with whom you can work very well, so if we all get to work and all of us create new businesses, with a little help of the banking, with the microcredits, so that those projects of small businessmen can be executed, I think that we are going to grow. It doesn\u00b4t matter who the governments are, so that is my recommendation for the young people: believe in your country, love your country, and those who are abroad think about coming back, because I think that extraordinary years are coming for Venezuela.<\/p>\n
8. Where is Inteligensa going now, what are its projects in the near future?<\/strong><\/p>\n
It is no secret that the world of cards and POS is totally changing. The world of instruments of payment has changed very much after the entrance of the smart phones. In a tremendously interconnected world, we are going to be participating in those innovations. We are developing some projects – and I\u00b4m not going to reveal them -, but new methods of payment are coming and we are going to participate, as we have participated for a long time, in the integration of people of all the social strata in this world of the electronic payments.<\/p>\n
I gave my first lecture on banking of people of the lower economic strata 15 years ago, where I proposed some solutions for the integration of those marginalized people, that not only have the right to be part of the world of the electronic payments, but also have demonstrated to be great users of the these systems. In the recent years, we\u00b4ve seen an increase in banking of those sectors, and I think that what we have to do is collaborate to expand this by reducing the use of cash, stimulating electronic money, and employing new tools to improve efficiency. We\u00b4re going there.<\/p>\n
In any case, Inteligensa is a company that some years ago had to be redefined because if somebody asked us what our business was, well, it was the card and POS business. Some years ago we changed that vision: we are dedicated to the business of identification of people, products and animals. In fact, the concept of the company Intelitec comes from it, 8 years ago, but it is a company dedicated to produce devices for cattle identification, for the health control of those animals of human consumption and that is opening a whole world of possibilities in the livestock sector. At the end, the principle is the same: the card that we produce and the readers that process the information of the cards. They are part of the identification of the human being. A card is an element to identify the human being before a government system, a bank, a telephone network, a transport network.<\/p>\n
When we talk of product identification, that world is huge. We are increasingly penetrating that sector through devices to identify products and, then, when we talk about identifying animals, the ear tag that is placed in the cow\u00b4s ear\u2026 we are strongly betting on that. But that is the concept: devices and systems to identify people, products, and animals in complex systems of control of all of those entities. That is the focus, and we have a very clear philosophy in each of those areas about where we are going. Inteligensa is dedicated to identification of people and products, and Intelitec is related to animal identification, and what is curious is that you are not going to talk to a cattle rancher with a trading mark linked to a banker and vice versa. That is why we made the separation of the brands, even though the small triangle of the logo is the same.<\/p>\n
If there is something left to say\u2026<\/strong><\/p>\n
I have the satisfaction of having created all this from nothing: Inteligensa, Intelitec. I have the satisfaction of having been mentor of many people. Some of them are still with us; some others have taken other paths and are very successful people in other companies. I like to be a teacher, I like to educate.<\/p>\n
I have the satisfaction that our company has been the main innovator of all these cards in Latin America. For example, the magnetic stripe card, low coercivity stripe, high coercivity stripe; they were such an event. The transparent cards had problems because they didn\u00b4t work at the ATM if they didn\u00b4t receive a special treatment. The mini-cards, the metallic cards, all of the types of cards you can imagine: we were the innovators.<\/p>\n
I have the satisfaction that our boys of card design, for more than 20 years with the organization Intelise\u00f1os, which is also Inteligensa but it is dedicated to graphic design, have created so, so many cards that are circulating around. There is no organization that has designed more cards than Inteligensa and that have circulated trough all Latin America. Hundred and hundred of designs that have been born here, from our boys of Intelise\u00f1os.<\/p>\n
I have the satisfaction of having navigated this company, which I see as a ship that has navigated through troubled waters, with stormy weather but also in calm times, and I can say that all of the companies of the Inteligensa Group are operational, so we\u00b4ve never closed companies, not even in the worst conditions. There have been some limit moments that we went into hibernation, because there are moments when the conditions are good and we have to wait to reactivate. But we have managed our companies with a firm hand and trying to understand the social, political, and economical changes, and the company has to be integrated to it, because changes have a reason to be. Changes in these countries are the consequence of past situations. Sometimes changes are good, some other they are not; but one has to understand what is going on and not simply oppose to it. It\u00b4s required a firm hand and too much understanding.<\/p>\n
I have the satisfaction of having learned the essence of the Latin American people, where every culture is different. I\u00b4ve studied the History of these countries in order to understand their cultures and thus adequately integrate the companies to each one of the environments. You need to be clear that one thing is the Spanish America and another thing is the Portuguese America. Latin America is a little strange word, it implies a diversity of cultures, but when you see it from outside, it\u00b4s seen as a whole and that it\u00b4s a big mistake. I suggest that those who want to do business in Latin America, it\u00b4s better for them that understand country by country.<\/p>\n
<\/p>\n
Caracas, Apr. 21st, 2017<\/em>","protected":false},"excerpt":{"rendered":"
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