Our History

2017

IES Foundation successfully concludes its investment cycle in three companies, from which it withdraws having complied with what was established in the Shareholders Agreements, signed more than ten years ago. Additionally, having defined the scope of its Development Area, the Foundation begins its work with Business Communities, brings FuckUp Nights to El Alto, Cochabamba and Tarija, and concludes its methodologies aimed at diagnosing and providing strategic advice to companies.

2015

IES Foundation, in partnership with other institutions (CAF – Development Bank of Latin America and Christian Aid), executes projects aimed at generating economic opportunities for determined groups, together with the development of market systems. The same year, IES Foundation brings FuckUp Nights to La Paz.

2013

IES Foundation launches a research and reflection process aimed at designing its Development Area. Within this framework, a working group of Impact Investment Funds in Latin America is created, to discuss common problems, exchange ideas and encourage the creation of synergies.

2012

Together with PANAMERICAN SAFI (an Investment Fund Management Company), the IES Foundation participates in the design and creation of the PYME Progreso Closed Investment Fund, aimed at investing in securities issued by SMEs and made up of resources from the Pension Fund Administrators (AFPS), insurance companies and the IES Foundation as a subordinate investor and technical advisor.

2010

The FES program becomes independent from SOLYDES leading to the creation of the Innovation in Social Entrepreneurship Foundation (IES Foundation). In the year of its creation, the IES Foundation portfolio was equivalent to US$ 7,5 MM invested in 12 companies, 8 in the agroindustrial sector and 4 community hotels close to the Uyuni Salt Flats.

2008

The PRODEM Foundation sells PRODEM FFP and changes its name to Solidarity and Sustainable Productive Development Foundation (SOLYDES).

2002

The PRODEM Foundation creates the Impact Investment Fund “Social Entrepreneurship Fund – FES”, a venture capital investment fund specialized in SMEs.

2000

The PRODEM Foundation creates the PRODEM Private Financial Fund (PRODEM FFP) as a more effective mechanism to bring microfinance to rural areas.

1992

The PRODEM Foundation, together with other institutions, creates the first commercial bank in the world specialized in microfinance: Banco Sol.

1986

The PRODEM Foundation is created with a view to democratizing access to credit and serving those with the greatest needs, both in urban and rural areas. This Foundation launches a new concept: microfinance.

Mission, Vision and Institutional Values

Mission

Contribute to the country’s prosperity by promoting and consolidating dynamic and impact companies.

Vision

To become an international benchmark in the development of dynamic and impact companies.

Values

  • Respect for people, their motivations, aspirations, and vision of growth.
  • Innovation understood as openness and commitment to change and growth.
  • Integrity in our relationships, both inside and outside the Foundation.
  • Commitment to excellence and sustainability.
  • Teamwork for the construction of human and social capital.

Institutional Principles

We prioritize interventions in dynamic companies and/or those that can boost the growth of a certain territory or sector. In our interventions, we seek to solve bottlenecks and promote the coordination and articulation of the actors in the ecosystem.

We believe in creating partnerships with our counterparts, assuming part of the risk and providing knowledge, expertise and smart capital in accordance with a business model that is adapted to the needs of our customers.

We generate technologies and methodologies that can be scalable and replicable, thus fostering the creation of a more formal, corporate and profitable business environment, as a way to enhance the economic and social development of the country.

We articulate efforts with other institutions to maximize the impact of our interventions.

Institutional Challenges

1. Consolidate an investment corporation

  • Acting as a Holding, channel between US$ 20 MM and US$ 50 MM in investments to companies.
  • In the next seven years, be able to bring at least two companies into the stock market, opening the mechanism for SMEs to obtain the appropriate financing they require and also for private investors to have investment alternatives in companies.

2. Consolidate a business advisory company

  • Consolidate SIMPLE as a self-sustaining company, independent from the Foundation.
  • Implement a model of business development services delivery which, based on digital tools, facilitates access to business expertise to companies that vary in size and degree of development.

3. Strengthen the business ecosystem and consolidate articulations

  • In partnership with other institutions, raise awareness in society regarding ??the role companies and entrepreneurs can play in development processes.
  • Implement sustainable mechanisms which facilitate articulation processes between goods and/or services and the demands of companies.
  • Promote closer links between universities and companies through programs, projects and sustainable activities.

Our Team

Juan Carlos Iturri

Executive Director

Lucía Casanovas

Institutional Development Manager

Ignacio Trepp

Business Services Manager

Julián Vargas

Tayka Project Manager

Pablo Gutiérrez

Investment Deputy Manager

Armando Sandagorda

Business Services Coordinator

Claudia Pereira

Management and Accounting Coordinator

Verónica Ordoñez

Management Officer

Carla Antequera

Investment Officer

Fernanda Reyes

Independent Consultant

Paola Salvatierra

Independent Consultant

Ana Gonzáles

Independent Consultant

Omar Melgar

Security

Roxana Vasquez

Cleaner