A Country Manager executive with more than 15 years leading industrial, chemical, and energy operations across Latin America. An IBGC-certified board member with a systemic command of strategy, risk, and long-term value.
Most boards discuss results. Jorge Andrés Sayago built the results — he led the investment thesis, the structuring, and the business plan of a greenfield operation in Brazil, and steered a five-year cycle that quintupled revenue and lifted margins by 90%.
Governance is not merely compliance. It is the ability to ask the right question before it becomes costly.
Colombian by training and Brazilian by executive experience, Jorge has worked for more than a decade in the petrochemical and styrenics sector, with tenures spanning energy, industrial automation, and risk management. He reports to international headquarters, owns the P&L, and represents the company institutionally in-country.
As a board member, he brings what many boards lack: the instinct of someone who has already sat on the other side of the table — who approved pricing, negotiated long-term contracts, mitigated supply-chain disruption, and defended margin at the height of the pandemic.
Certified by the IBGC in 2026, he is directing his career toward boards of directors and advisory boards, family businesses undergoing professionalization, and expansion theses across Latin America.
Real figures from operations Jorge led in Brazil and across Latin America — the concrete foundation of the perspective he brings into the boardroom.
Strategic long-term contracts negotiated — US$30M/year · Coverage across 6 countries in Latin America
Mandates and advisory engagements designed from governance best practices and hands-on field experience in complex industrial operations.
Service as an independent member, with a fiduciary duty over strategy, P&L, and long-term sustainability. Approval of plans, oversight of risk, and the qualified counterpoint that protects the interest of the organization — above whoever appointed the member.
Structuring and evaluation of boards: internal charter, committee scope, competency matrix, succession plan, and effectiveness review. Designing the decision architecture so that oversight genuinely drives strategy, access to capital, and accountability.
Transition of family businesses toward mature governance models: mediation of conflicts among partners, separation of ownership from management, and the building of a KPI culture. The long-term continuity of the business, the family, and the people involved as the compass.
Sponsorship of investment theses, business plans, and the structuring of new operations — from regulatory compliance to share capture. Proven experience in logistics start-up, cross-border expansion, and go-to-market in Brazil, Mexico, and the Southern Cone.
Steering the sustainability agenda at the board level, with pioneering circular-economy programs for polystyrene and integrated recycling in partnership with key clients. The transition to circular models treated as a competitive advantage, not a compliance cost.
Oversight of corporate risk, regulatory and financial compliance, and institutional representation. Shielding the supply chain through strategic alliances and reading the landscape — from the price of oil to the geopolitics that moves the market.
Leadership of the country's macro strategy within a leading styrenics joint venture: management of corporate risk, legal and institutional representation, and the structuring of the greenfield operation that generated US$33M in its very first year.
Formulation of the market-entry and consolidation strategy in Brazil and Mexico, and a new commercial architecture that multiplied regional unit margin, maximizing the capacity of the Cartagena plant for all of South America, Central America, and the Caribbean.
Development of products and automation strategies for the port sector across six Latin American countries, with alliances to deliver turnkey solutions.
Introduction of new technologies from the United States, Europe, and Brazil into the Colombian market and leadership of the energy transition, promoting gas engines to replace diesel.
Early career spanning power engineering (Alstom) and risk management in the renting division (Aon) — the two disciplines that today underpin his boardroom judgment.
Instituto Brasileiro de Governança Corporativa — IBGC
Thunderbird School of Global Management & Tec. de Monterrey · Phoenix, USA
Universidad de los Andes · Bogotá, Colombia
Before any technique, a core set of principles defines how Sayago Consulting serves a board — anchored in the fiduciary duties of loyalty and diligence.
Decide based on rigorous analysis and the company's best interest.
Serve fiduciary duties above any private interest.
Fully honor the board's functions and expected results.
Value the relevance of the mandate and the dignity of every person who participates in it.
Recognize mistakes, welcome divergent perspectives, and remain open to learning.
Be, professionally and personally, a board member worthy of trust.
For invitations to boards of directors and advisory boards, governance-structuring projects, or expansion theses in Latin America — the conversation begins here.