AI is driving the largest business reinvention of the past few decades.
Independent executive judgment to decide where to invest, what to transform and what is better left behind.
An independent perspective for CEOs and management teams. Four decades building technology companies across Latin America and five years embedded in the Spanish business ecosystem.
I support the decisions of CEOs, Boards of Directors, Institutions, Founders and Startups with my international business and institutional experience
Aníbal Carmona
Former Owner, Chairman and CEO of Unitech · Founder of Kairosia · Strategic Advisor to Unitech
01 — Aníbal Carmona · Hitware · Unitech · CESSI
Four decades making hard decisions.
I made decisions that impacted products, teams, clients and markets across different countries. I learned that technology changes constantly and that the judgment to decide well is what endures.
Hitware · Founder and Architect · 1986–1992
My first technology venture, in Tandil. There I began building software and learning to run a company from the ground up.
Unitech · Co-Owner, Chairman and CEO · 1992–2026
In 1992 I became a co-owner of Unitech. Over the following 34 years, alongside successive partners and an exceptional team, I helped build and lead the company through technological change, international expansion and the development of mission-critical platforms. Unitech operated in Argentina, Chile, Peru, Colombia and Spain, and its products reached more than 10 million people.
Spain · Unitech Iberoamericana · 2021–2026
In 2021 I founded Unitech Iberoamericana in Barcelona, the Spanish company within the Unitech group, and led its development in Spain and Europe until April 2026. The company specialized in intelligence and security solutions: information analysis, investigations, fraud prevention and the fight against organized crime.
CESSI · Former Chairman
From 2015 to 2019 I served as Chairman of CESSI, the Argentine Chamber of the Software Industry. I contributed to the work of its leadership teams, member companies, universities and public institutions on the sector's strategic agenda, including the Knowledge Economy Law.
Today I work very selectively with a small number of CEOs, boards of directors and investors each year, putting that business, institutional and international experience at the service of those who need to make better decisions in the face of the disruption of artificial intelligence.
I also support Latin American organizations looking to grow or establish themselves in Spain and Europe, and I have analyzed more than 200 technology startups through investment networks, accelerators and international programs, collaborating with founders and spotting trends before they reach large organizations.
I combine four decades building companies, institutional experience in Spain and Latin America and continuous work with founders creating the next generation of technology companies. That combination lets me connect experience with innovation and bring a perspective that is hard to find from a single vantage point.LinkedIn profile
02 — Three areas
AI multiplies the possibilities. Judgment still determines which ones create value.
Three areas. One same disruption.
AI is accelerating the reinvention of organizations. The challenge is no longer adopting technology, but deciding what to transform, what to reinvent and what to leave behind. I bring executive judgment to turn that complexity into clear decisions and priorities.
Reinventing the business with executive judgment.
I help CEOs, boards of directors and management teams identify where AI can improve revenue, productivity and competitive position; which initiatives should be prioritized and which should be stopped before consuming more resources.
Decisions I help make
- Which initiatives have a defensible return
- Which technologies and vendors to choose
- Which use cases to prioritize
- How to govern AI and measure results
- How to take pilots to scale
03 — Business Angel · Continuous learning
I learn from founders as much as they draw on my experience.
Continuous learning.
While I build a portfolio of selective long-term investments, I collaborate with numerous founders, contributing experience in strategy, product, growth and internationalization.
That constant contact with startups also works as a radar for technologies, business models and shifts that will eventually reach established organizations.
That permanent exchange complements my business track record and strengthens the independent perspective I bring to CEOs, boards of directors and investors.
04 — Working together
I bring judgment at the moments that set the course.
A simple proposition.
When I add the most value, which decisions I support, in what formats we collaborate and what an ongoing relationship looks like. Four sides of the same way of working.
When I add the most value.
Too many AI initiatives, little clear return
Pilots, vendors and use cases underway, without a common criterion to prioritize, scale or stop.
A technology decision that exceeds the technical team
When business, product, technology, investment and risk must be analyzed together before deciding.
A software model under pressure
When AI threatens features, prices, margins or competitive advantage and forces a redesign of the business. AI doesn't only change how software is built: it can also change what you sell, how you charge and where the margin sits.
A turning point for the business
Growth, professionalization, preparation for a sale or post-acquisition integration.
A sector agenda that needs to move into action
When a chamber, association or cluster needs to turn concern about AI into a concrete program for its member companies.
05 — Independence
My only agenda is to help you decide better.
Independence and boundaries.
Commercial independence
I do not sell software, licenses or implementation services.
Recommendations without cross incentives
I have no interest in expanding projects or recommending more technology than necessary. My obligation is to recommend what I consider best for the organization.
Beside the decision, not inside the operation
I work with the CEO, the board or the fund to guide decisions. I do not replace the executive team or manage day-to-day operations.
Professional exclusion
I work with private companies, funds, chambers, associations and clusters. Due to existing commitments, I do not provide commercial services in areas linked to government, justice or security.
How I work
- I bring independent judgment before the big decisions are made.
- When specialists are needed, I work alongside them without replacing them.
- That perspective is nourished by continuous analysis of the entrepreneurial and technology ecosystem.
- The permanent exchange with founders keeps that perspective always up to date.
International perspective
I have lived in Spain for five years and work with organizations on both sides of the Atlantic. I combine a track record built in Latin America with a deep knowledge of the Spanish business ecosystem, bringing an international view adapted to local decisions.
My commitment is to bring the best possible judgment so that each organization makes its own decisions with greater clarity, independence and perspective.
The debate
Voices of the AI era.
A few of the voices shaping the debate around artificial intelligence. Not to follow them, but because they help separate noise from value —which is, in the end, what deciding well is about.
AI is infrastructure.
Turning tokens into business outcomes.
We're at the stage where people want to see the value in the products they use every day.
These models generalize dramatically worse than people.
Agentic engineering is about preserving the quality bar of professional software.
Invention, not automation, will be superintelligence's greatest contribution.
The technology is the same for everyone. The difference lies in the judgment used to decide what to do with it.
06 — Conversation
Let's start a conversation.
If you're facing a decision where AI, business and technology intersect, let's talk.