{"id":9413,"date":"2025-11-23T11:46:46","date_gmt":"2025-11-23T14:46:46","guid":{"rendered":"https:\/\/investors.grupofalabella.com\/english\/?p=9413"},"modified":"2025-12-10T11:56:51","modified_gmt":"2025-12-10T14:56:51","slug":"falabellas-president-today-it-is-a-simpler-more-agile-and-effective-organization-ready-to-seize-every-opportunity","status":"publish","type":"post","link":"https:\/\/investors.grupofalabella.com\/english\/2025\/11\/23\/falabellas-president-today-it-is-a-simpler-more-agile-and-effective-organization-ready-to-seize-every-opportunity\/","title":{"rendered":"Falabella\u2019s President: \u201cToday it is a simpler, more agile, and effective organization, ready to seize every opportunity.\u201d"},"content":{"rendered":"\n

He is five months away from completing his first term. Gone are the losses and the company\u2019s high debt; now they aim to \u201chave the financial flexibility to evaluate any growth opportunities,\u201d<\/em> he emphasizes. Aware that changes in shareholding will impact the new board, he looks optimistically at the current situation and the future.<\/p>\n\n\n\n

\u201cOpportunities\u201d<\/em> is a word he repeats often. \u201cSolid fundamentals\u201d<\/em> is another. Falabella\u2019s president has been in the role for two and a half years. He took over during the retailer\u2019s worst crisis, with several quarters of losses, debt that more than tripled its traditional ratios, and declining sales. That scenario is now behind them. The numbers improved quickly, and by September, profits had grown more than 170% to US$771 million, while revenues rose 9.4%. The NPS indicator \u2014which measures customer satisfaction and loyalty\u2014 has increased across all businesses, he assures. Market confidence has also grown, with a 73% rise in the stock price, and new partners have acquired significant stakes, such as the M\u00fcller and Furst families. \u201cThat will surely bring changes to the board\u2019s composition,\u201d<\/em> warns Enrique Ostal\u00e9 ahead of the April renewal. On October 29, Falabella marked another milestone in its recovery: Fitch Ratings reinstated the investment grade it had withdrawn in 2023.<\/p>\n\n\n\n

\u2014Standard & Poor\u2019s is still pending…<\/strong> \u201cI have no doubt they will review the same information as the other agencies and will likely take similar action. What matters most are the future impacts; today, the foundations on which we are building these results are stronger, allowing us to seize every opportunity that arises.\u201d<\/em><\/p>\n\n\n\n

\u2014What are those stronger foundations?<\/strong> \u201cFocusing on core businesses and restoring their profitability; adjusting our e-commerce strategy with an emphasis on omnichannel; creating a simpler, more agile, and effective organization; and improving our return on invested capital, with a special focus on divesting non-essential assets.\u201d<\/em><\/p>\n\n\n\n

\u2014Some critics claim you halted investment in digitalization and marketplace expansion, unlike the rest of the industry. Is that true?<\/strong> \u201cWhen we joined the board, priorities were to restore business profitability and strengthen the company\u2019s financial position. Every public company faces the tension of balancing short- and medium-term incentives. On one hand, we divested non-strategic assets to improve financial health; on the other, we have resumed strong investment in technology. By year-end, that figure will be 25% higher than the same period in 2024, considering that pre-pandemic we made a very significant technology investment that needed to be monetized.\u201d<\/em><\/p>\n\n\n\n

\u2014Has that initial strategy ended?<\/strong> \u201cThose challenges are ongoing, but judging by the results, we see significant progress. Today, Falabella has solid fundamentals to keep growing. The asset monetization plan is complete.\u201d<\/em><\/p>\n\n\n\n

\u2014Sodimac\u2019s business remains behind; you made changes. Is it the most challenging?<\/strong> \u201cThe construction industry has been slower to recover, and that impacts us, although Sodimac\u2019s numbers have improved. Eduardo Miz\u00f3n left the CEO role for personal reasons; he felt it was a good time for a change for himself and the company. We are focused on improving within the current context, but we are confident that at some point, the construction industry will recover \u2014and we will benefit from that.\u201d<\/em><\/p>\n\n\n\n

\u2014What opportunities does Falabella have?<\/strong> \u201cWe have many organic opportunities. Our focus is on the five businesses and the markets where we operate. Our financial business has great potential, not only in Chile but also in Peru, Colombia, and Mexico. With Sodimac, we are in Mexico and remain focused on growth there and on the development plan in Peru. Colombia continues to progress. We have a significant investment plan for Tottus Peru, and Mall Plaza also has an ambitious plan.\u201d<\/em><\/p>\n\n\n\n

\u2014Are opportunities greater abroad than in Chile?<\/strong> \u201cChile is the most mature market, so opportunities here are mainly online. We are focused on improving our value proposition and becoming a relevant player \u2014that\u2019s where our main opportunities lie.\u201d<\/em><\/p>\n\n\n\n

\u2014And inorganic growth?<\/strong> \u201cYes, if we believe it\u2019s an attractive opportunity for Falabella. The company is generating significant cash flow, giving us the financial capacity to pursue all investment opportunities. We aim to maintain financial flexibility to consider growth possibilities as they arise.\u201d<\/em><\/p>\n\n\n\n

\u2014Do Argentina\u2019s improved prospects make you reconsider leaving?<\/strong> \u201cNo, our focus is on these four markets, plus operations we have in Brazil.\u201d<\/em><\/p>\n\n\n\n

\u2018We must advance toward a future labor agenda\u2019<\/strong><\/p>\n\n\n\n

\u2014As one of the country\u2019s largest employers, how significant are the cost increases from new labor regulations?<\/strong>
\u201cWe\u2019ve had to manage impacts, cost pressures, tariffs, artificial intelligence, etc. That reality becomes more pressing when growth is low. The key is not to complain but to act. Falabella Group employs around 40,000 people in Chile and 91,000 in the region. We believe we must advance toward a future labor agenda to create flexible jobs that offer more opportunities for workers and boost productivity. To achieve this, it is essential to embrace AI disruption decisively, adapt regulations, and foster a culture of collaboration among workers, companies, and the State.\u201d<\/em><\/p>\n\n\n\n

\u2014Have these productivity gains affected hiring?<\/strong> \u201cYes. Despite growing sales, the company is leaner in terms of staff. There are automation processes, store productivity initiatives, artificial intelligence, etc.\u201d<\/em><\/p>\n\n\n\n

\u2014How do you balance automation and customer experience?<\/strong> \u201cThat\u2019s the big challenge. Our focus is an omnichannel strategy \u2014reaching customers who interact in different ways with minimal friction. That includes in-store interaction, which is challenging because many people are involved, and productivity cannot come at the expense of service, as that ultimately impacts sales. We have a clear strategy depending on the business: Sodimac is a specialist and builds its value proposition on that expertise; at Falabella, the effort is on maintaining attractive, competitive collections that bring novelty.\u201d<\/em><\/p>\n\n\n\n

\u2014What impact has the tariff war had on Falabella?<\/strong> \u201cOur imports are mainly from Asia, where tariffs haven\u2019t been an issue. There may have been strain on the supply chain due to the U.S. accelerating purchases, but everything normalized, and today our supply is running smoothly.\u201d<\/em> New shareholders:<\/strong> \u201cThat will surely bring changes.\u201d<\/em><\/p>\n\n\n\n

\u2014How is today\u2019s Falabella different from the one you joined?<\/strong>
\u201cFalabella is now a simpler, more agile, and more effective organization, with a clear understanding of where to focus its energy. It is being more consistent in channeling that energy toward opportunities and what is relevant for its core business. And it is an organization that looks at growth options ahead with greater optimism and confidence.\u201d<\/em><\/p>\n\n\n\n

\u2014Ownership has changed, with two new groups joining. How will that reflect on the new board that will emerge in April?<\/strong>
\u201cThere are investors who have made significant investments in the company, and that will surely bring changes to the board\u2019s composition. But that is up to the shareholders; it\u2019s hard to predict what those changes will be.\u201d<\/em><\/p>\n\n\n\n

\u2014Would you like to continue?<\/strong>
\u201cToday, my focus is 100% on completing my term and contributing as much as possible. I have no agenda regarding that.\u201d<\/em><\/p>\n\n\n\n

\u2014Is there anything pending before April?<\/strong>
\u201cAlways. Complacency is the worst enemy. I am confident that what we have built allows us to look at the future with better expectations and greater confidence. But we still have many opportunities and ongoing challenges.\u201d<\/em><\/p>\n\n\n\n

\u2014Do all shareholders share that vision?<\/strong>
\u201cThe fairest way to evaluate the board is by the actions it has taken, regardless of the different opinions, which are welcome because without challenge, value is not created. At least, I feel very satisfied with this board\u2019s performance.\u201d<\/em><\/p>\n\n\n\n

\n\n\n\n

Sidebar<\/strong>
\u201cWe must advance toward a future labor agenda to create flexible jobs that offer more opportunities for workers and boost productivity.\u201d<\/em><\/p>\n\n\n\n

\u201cGovernment programs are not the same, but it is not our role to judge.\u201d<\/em><\/p>\n\n\n\n

\u2014How much of Falabella\u2019s recovery is due to better consumption data?<\/strong>
\u201cThere is talk of higher consumption and the impact of Argentine shoppers, but that only benefits Falabella\u2019s physical stores. A large part of our sales come from Sodimac and other businesses. At the same time, the construction sector has been weaker. There is no major consumption boom; the figures reflect Falabella\u2019s strengths and the team\u2019s good work.\u201d<\/em><\/p>\n\n\n\n

\u2014How do you project consumption?<\/strong>
\u201cFor Chile, we do not expect a very significant change in 2026.\u201d<\/em><\/p>\n\n\n\n

\u2014Wouldn\u2019t a new economic cycle emerge in light of a political shift?<\/strong>
\u201cIf we indeed face a more positive scenario, that will surely impact projections and figures, but that remains to be seen. The good news is that there is broad consensus that we need to drive stronger growth, above 2%. The challenge now is what actions to take, how to execute them, and how to be effective in creating an agenda that truly boosts growth.\u201d<\/em><\/p>\n\n\n\n

\u2014How can that debate materialize?<\/strong>
\u201cWe are confident that regardless of who is elected, the importance of economic growth and its link to well-being has become firmly established. Also, the issue of security. We have good expectations that these will be priorities, creating more favorable conditions for business, which in turn generates confidence to invest and keep growing.\u201d<\/em><\/p>\n\n\n\n

\u2014And does it not depend on which alternative wins in December?<\/strong>
\u201cGovernment programs are not the same. What gives us confidence is that the issue is on the table and is a priority for everyone. We need to see what the action plan is, how it is executed, and how effective it is. Of course, there may be differences.\u201d<\/em><\/p>\n\n\n\n

\u2014But both candidates already have their programs on the table.<\/strong>
\u201cAnd they are not exactly the same, but it is not our role to judge.\u201d<\/em><\/p>\n\n\n\n

\u2014What should be the top priorities?<\/strong>
\u201cStreamlining permits, and creating an environment of trust in the rules of the game. Then, reactivating certain industries, such as construction, which also generates a lot of jobs. There have been no concrete actions to boost it. Also, attracting foreign investment again. As long as clear rules and more reasonable timelines are in place, investment will increase.\u201d<\/em><\/p>\n\n\n\n

\n\n\n\n

Read the El Mercurio article here<\/a><\/p>\n\n\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

He is five months away from completing his first term. Gone are the losses and the company\u2019s high debt; now they aim to \u201chave the financial flexibility to evaluate any growth opportunities,\u201d he emphasizes. 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