Who we are
Consultora Ruta Maestra is a boutique firm based in Viña del Mar, Chile, specialized in business development, project management and strategy — with a focus on IT, artificial intelligence, solar PV+BESS energy and the metalworking industry.
Mission, vision and company overview
Mission
To support our clients with verifiable rigor at every stage of their projects — from initial diagnosis through execution — connecting business strategy with regulatory compliance and risk management, with no unjustified assumptions.
Vision
To be a reference consultancy in Latin America for business development and multisectoral project management, recognized for the traceability of our recommendations and for connecting each team member's individual experience with measurable results for the client.
Company overview
A boutique firm based in Viña del Mar, specialized in business development, project management and strategy, with a focus on IT, artificial intelligence, solar PV+BESS energy and the metalworking industry. It brings together a team of professionals with work executed over up to 30 years in program direction, corporate law and business development, applied to mandates across Chile and Latin America.
Who signs off on every deliverable
30+ years of cross-industry experience, including 18 years in senior leadership roles at Huawei Technologies. As Delivery & Service Leader for Digital Power Chile, he led five major BESS projects — including Las Salinas (200MW/800MWh) and Valle del Sol (150MW/600MWh) — bringing client complaints to zero and sustaining strong revenue performance in the energy segment. With prior experience in large-scale RAN, FTTx, ICS and datacenter infrastructure rollouts, on programs of up to USD 1.8B. Degree in Information Engineering (IACC), Business Administration with a major in Finance (Esucomex), and advanced PM certification from Huawei University, Shenzhen. International track record across Chile, Argentina, Uruguay, Paraguay and Mexico.
Industrial Civil Engineer (USACH) with a background in Metallurgical Process Engineering. Started at Deloitte as an R&D+i consultant on renewable energy, mining and telecommunications projects. As PMO at Spora SpA, managed a USD 5M capital round and closed commercial agreements in the US, UK, Japan and Hong Kong. Currently leads strategic procurement at LATAM Airlines with spend under management exceeding USD 300M, delivering savings of more than USD 10M in 2025. YLAI Fellow (US Government) and ELAP scholar (Government of Canada).
Attorney (Universidad de los Andes, 2005), with a Master's in Business Law and more than 20 years in corporate, contractual and regulatory law. Senior Lawyer at Valdés & Cía, where he leads the legal structuring of major BESS projects such as "Chañar 2" — negotiating the framework agreement between Tecloman Chile SpA and Verano Power SpA, with EPC structures, project finance and risk allocation across SPV, sponsors and lenders. Four years as Senior Legal Counsel at Huawei Chile, coordinating regional legal matters with headquarters in China.
Computer Engineer in Information Systems Management (Universidad Diego Portales, 2008), with an MBA in Business Administration (Universidad Mayor, 2018) and 15+ years of experience in IT, operations and telecommunications, 10+ of them leading teams. Currently PMO/BPM Project Lead at Allware SpA for Entel, coordinating the SAP-to-Oracle HCM migration. Previously IT Operations Manager at OneMarketer, TIAXA, Huawei and Telefónica, leading cloud infrastructure, cybersecurity and regional technical support across Chile, Peru and Colombia. IT Consultant at PRO TI Servicios since 2019 and certified AWS Technical Professional.
Why everything we say can be verified
A real multidisciplinary team
Project management, legal advisory, permitting, industrial processes, PV, BESS and technical-economic analysis — coordinated, not separately outsourced.
A four-step process, not a hunch
Real data gathering, detailed and traceable budgeting, financial calculation with break-even point, and three explicitly justified scenarios.
Applied to energy, infrastructure and industry
Photovoltaic generation, storage integration, operational efficiency, regulatory compliance, tenders, and technical, legal and economic feasibility.
It's common to see the technical, legal and permitting fronts move forward separately, with no one connecting them. That's why we start with a diagnostic across all three fronts at once, and only then build the roadmap — so every decision is made with the same information, not three different versions. — Working principle of Consultora Ruta Maestra
Ruta Maestra Method
Four steps, always in the same order, so every figure you receive can be traced back to its source.
Discovery
Revenue, fixed and variable costs, available capital and real business objectives — nothing generic.
Detailed budget
Built in traceable tables, not as a loose meeting estimate.
Financial calculation
Break-even point, margins, ROI and 12–24 month cash-flow projection.
Three scenarios
Optimistic, realistic and pessimistic — every assumption explicitly justified in writing.
"We don't make anything up. If a figure isn't verified, we tell you so — we don't estimate it for you."
What the method looks like in practice
Three examples drawn from our team's individual professional track record before founding Consultora Ruta Maestra — these are not engagements of the firm itself. We include them because they're the standard we apply to every new mandate today.
Large-scale BESS delivery management (Sergio Cerda Maluenda's track record at Huawei Digital Power Chile)
Five major BESS projects (up to 200MW/800MWh) required early client negotiation, engineering and supply chain coordination, and long-term services, in a segment where delays and client complaints were common.
Early Involvement contract negotiation, strategic delivery planning, and engineering, supply chain and commissioning coordination across all five projects: Los Loros, Santa Lya/Kallpa, Las Salinas, Valle del Sol and Azabache.
End-to-end delivery structure + long-term services (LTSA >20 years) + project governance from negotiation through commissioning.
Client complaints brought to zero and annual revenue targets above USD 130M in the energy segment.
From raising capital to managing USD 300M in spend (Sergio Cerda Castro's track record at Spora SpA and LATAM Airlines)
A startup needed to raise capital with a financial model that would hold up to international investors; later, a large-scale operation needed real discipline and savings in its strategic procurement.
As PMO at Spora SpA, managed a USD 5M capital round, closing commercial agreements in the US, UK, Japan and Hong Kong. Currently leads strategic procurement at LATAM Airlines.
A spend-management model under real control, with a structured, traceable negotiation process.
Spend under management exceeding USD 300M, with savings of more than USD 10M in 2025.
Legal structuring of a major BESS project (Cristian Lorca Donoso's track record at Valdés & Cía)
A major BESS project ("Chañar 2") required a complex legal structure across SPV, sponsors and lenders, with EPC and project finance contracts, before financial close could move forward.
As Senior Lawyer at Valdés & Cía, led the project's legal structuring, negotiating the framework agreement between Tecloman Chile SpA and Verano Power SpA.
EPC and project finance structure with clear risk allocation across SPV, sponsors and lenders.
Framework agreement negotiated and a viable legal structure to move toward the project's financial close.
Large-scale telecommunications and datacenter infrastructure rollouts (Sergio Cerda Maluenda's track record, prior to Digital Power)
Critical infrastructure rollout programs with multiple simultaneous fronts, different contractors per region and demanding energization timelines, where a delay on one front drags the others with it.
Program direction over RAN, FTTx, ICS systems and datacenter infrastructure rollouts, coordinating engineering, supply and contractors under a single governance structure.
Critical-path schedule per front, consolidated progress and risk reporting, and budget control across the full program.
Programs of up to USD 1.8B managed, with deviation visibility ahead of the final milestone.
Typical engagement deliverables: an executable roadmap, a 12–24 month financial model, a risk matrix, a weekly PMO report, a PV+BESS technical-economic evaluation, an SEC compliance checklist.
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