Role
Head of Commercial Strategy & Innovation
Head of Commercial Strategy & Innovation
Challenge
ISIC, the world leader in student discount cards, faced a bold challenge: how to create a strategy to build the largest student community in Latin America while driving massive card adoption?
ISIC, the world leader in student discount cards, faced a bold challenge: how to create a strategy to build the largest student community in Latin America while driving massive card adoption?
Strategy
• Created ISIC BEYOND, a philosophy to inspire students worldwide to “create the future.”
• Led an intensive two-day strategic workshop to design commercial strategies targeting the sale of 2 million student cards in 3 years.
• Built a regional innovation and commercialization plan, aligning multiple ISIC LATAM markets under a unified vision.
• Positioned ISIC not just as a discount card, but as a global community of empowered students.
• Created ISIC BEYOND, a philosophy to inspire students worldwide to “create the future.”
• Led an intensive two-day strategic workshop to design commercial strategies targeting the sale of 2 million student cards in 3 years.
• Built a regional innovation and commercialization plan, aligning multiple ISIC LATAM markets under a unified vision.
• Positioned ISIC not just as a discount card, but as a global community of empowered students.
Outcome
• +32 % YoY growth in student card sales across LATAM (2019 vs. 2018)
• 850K cards sold in the first year, setting a clear trajectory toward the 2M target
• +40 % increase in student engagement across digital platforms
• 7 regional markets unified under one commercial block, strengthening bargaining power and operational efficiency.
• +32 % YoY growth in student card sales across LATAM (2019 vs. 2018)
• 850K cards sold in the first year, setting a clear trajectory toward the 2M target
• +40 % increase in student engagement across digital platforms
• 7 regional markets unified under one commercial block, strengthening bargaining power and operational efficiency.
