A Q&A with Ezequiel, COO of Revolt
In a recent Q&A at Revolt, we sat down with Ezequiel, COO, to talk about delivery, operations, motivation, and the broader context in which technology companies are building today.
What emerged was not just a conversation about execution, but about trust, financial maturity, and operating with criteria in an increasingly noisy market.
What does “delivery” really mean?
For Ezequiel, delivery is not a buzzword. It’s a commitment.
Delivery means fulfilling what you promised.
Every delivery is backed by an agreement: a backlog, a commercial commitment, a business need, a deadline. Delivery happens when those agreements are respected across the entire chain—from sales and estimation to execution.
But delivery isn’t always a tangible output. Often, it’s an intangible objective. And that’s where many projects start to drift.
In sales, needs are sometimes simplified too much in order to make them measurable. But beyond the deliverable, there are human expectations, context, and implicit assumptions. When those are not understood, delivery becomes fragile from day one.
Why do teams fail to deliver?
“There are many variables,” Ezequiel explains, “but the pattern is familiar.”
It often starts early:
- Missing or incorrect information
- Optimistic or defensive estimations
- Underestimating complexity to avoid friction
And then it compounds:
- Poor visibility and prioritization
- Technical assumptions that are never questioned
- Teams building things “because that’s how it was defined,” without revisiting the why
- Staffing issues: not enough people, or not the right seniority
Rarely is failure caused by a single event. Projects usually fail long before the delivery date, when nobody stops to ask: “Does this still make sense?”
Trust, estimation, and operational maturity
When someone says “we didn’t make it,” the first reaction is frustration. But what really matters is repetition.
Software development is partly mathematical, but it’s also abstract. It involves uncertainty, learning, and research. That’s expected.
What breaks trust is poor judgment.
If something requires research or unfamiliar technology, that must be reflected in the estimate. Saying “one day” and taking two damages credibility far more than saying “two days” and delivering as planned.
Delivery is 50% trust and 50% judgment.
Once estimates lose credibility, everything else follows.
Operations: where value is created (and where it hurts)
At the project level, Ezequiel highlights two moments he enjoys most:
- The early stage, when everything is still undefined
Understanding people, motivations, expectations, and the real problem behind the product. - The improvement stage, when something already exists
Refining, optimizing, and learning from real usage.
The hardest part is the middle: documentation, structure, and translation of ideas into process. It’s not glamorous, but it’s essential.
Starting from zero is exciting but chaotic. Adjusting once there’s a path is where real operational maturity shows.
The tech and financial market today: capital with more criteria
Ezequiel describes the current market as chaotic, repetitive, and cautious.
Not because innovation stopped—but because everyone is trying to do similar things with new tools. Labels multiply (“AI PM”, “AI designer”), but real differentiation is rare.
In finance, however, something interesting is happening.
After a period of slowdown, capital is slowly returning to the region, particularly in fintech and infrastructure-driven companies. But this time, with more discipline.
Recent funding rounds and acquisitions signal a shift:
- Investors are prioritizing execution, profitability, and operational clarity
- Capital is no longer a substitute for product or delivery
- Financial platforms that integrate banking, payments, expense management, and automation are gaining ground
Capital helps—but it doesn’t replace trust, product, or consistency.
The line between banks and fintechs is blurring. The next phase of the financial market won’t be defined by who is a bank and who isn’t, but by who can integrate product, technology, and operations without friction.
Argentina, the U.S., and financial reality
Operating between Argentina and the U.S. exposes an interesting contrast.
While the U.S. has scale and capital, Argentina—pushed by necessity—has solved many financial operations with surprising efficiency: instant transfers, digital accounts, simplified flows.
It’s a reminder that innovation doesn’t always come from stability, but from constraint.
That same logic applies to building companies, environments shape how teams think, estimate, and execute.
What motivates him today?
Not growth for the sake of growth.
What motivates Ezequiel today is:
- Doing what we promise, better
- Reducing noise, confusion, and misalignment
- Seeing teams work with more clarity and fewer “we didn’t make it”
There’s also energy in taking on larger, more demanding projects—not for ego, but because mature teams need challenges to stay sharp.
Learning, tools, and realism
Ezequiel was never a traditional programmer. The learning curve used to be so steep that motivation died halfway through.
Today, tools—especially AI—allow him to reach results faster. Passing that initial curve quickly makes learning enjoyable again.
AI helps with prioritization, reporting, and automation.
What it doesn’t replace is human judgment.
It can’t read silence in a meeting.
It can’t sense burnout.
It can’t align people.
That’s still the role of leadership.
Final thought
This conversation reinforced a simple idea:
Delivery is not about speed. It’s about clarity.
Finance is not about capital. It’s about trust.
Growth is not about size. It’s about maturity.
In a market full of noise, labels, and pressure, the companies that last will be the ones that operate with criteria—and deliver accordingly.
