ANDI del Futuro is the entrepreneurship and acceleration arm of the National Business Association of Colombia (ANDI). Organizers did not further identify Starter, the sixth named alliance partner.

The forum’s return coincides with a rebound in the city’s venture funding: startups based in Medellín have drawn $216 million USD in investment so far in 2026, according to organizers. The city ranks first in Latin America for startup density, with 10.9 companies per 100,000 residents, ahead of Bogotá, Santiago, São Paulo and Buenos Aires, according to StartupBlink’s Global Startup Ecosystem Index 2026. “Our ecosystem has recorded 41 percent growth over the past two years, placing us at number 162 among more than 1,100 cities analyzed,” said María Fernanda Galeano Rojo, Medellín’s secretary of economic development, when the ranking was published in May.

Smart Capital’s agenda covers changes in the venture capital market, new scenarios for risk capital, liquidity alternatives and the role of public-private co-investment. Attendees are expected to include family offices, corporate investors, and representatives of development banks and the public sector. The event will also set aside space for direct meetings between 20 investment funds and 35 startups, matched according to each fund’s investment thesis, stage focus and growth criteria.

Confirmed speakers include representatives of the Latin American Private Equity and Venture Capital Association (LAVCA); SoftBank Group Corp. (TYO: 9984; OTC: SFTBY); Bancóldex, Colombia’s state foreign-trade bank; Capria Ventures; L40; Confrapar; Alaya Capital; Fondo de Fondos, a Mexican fund-of-funds platform; Chile’s Corporación de Fomento de la Producción (Production Development Corporation), known as Corfo; and Trefilia Capital, a Monterrey-based family office, among others.

Smart Capital operates under Medellín Venture Capital, the Ruta N-led strategy to mobilize capital toward the city’s technology-based businesses. Under that strategy, Ruta N and Bancóldex have structured a fund-of-funds partnership that has unlocked $40 million USD, with capital already committed to Simma Capital and three additional funds — JEC Capital Group, Winter Kapital and Linku Ventures — in the final stages of legal and tax structuring. Ruta N also reports having trained more than 150 investors through the initiative, including 94 angel investors, 39 family offices and 17 corporate entities.

The gathering’s last edition convened in Medellín in March 2020, drawing commitments toward $144 billion COP in projected financing across nearly 600 meetings between entrepreneurs and investors, according to Forbes Colombia — weeks before pandemic-related restrictions halted in-person business events across the country.

Active investors interested in attending Smart Capital can register at rutanmedellin.org.

Headline photo: Attendees work between sessions at a Ruta N event in Medellín. (Photo courtesy Ruta N)

Instacart, a US grocery technology company serving more than 2,200 retail banners and nearly 100,000 stores, announced the acquisition of Instaleap, a Colombia-founded fulfillment and retail technology platform operating in nearly 30 countries, in a deal whose financial terms were not disclosed.

The transaction represents one of Instacart’s most significant international moves since going public in 2023 and strengthens its expansion outside North America, particularly in Latin America, Europe and the Middle East.

Instacart, which trades on Nasdaq under the ticker CART, is seeking to expand its enterprise technology platform focused on omnichannel commerce and the digital transformation of supermarkets and retailers.

“We see a meaningful opportunity to expand internationally through an enterprise-led strategy that empowers retailers across the globe to meet the evolving omnichannel needs of their customers,” Ryan Hamburger, chief commercial officer at Instacart, said in the company’s statement.

Global expansion driven by Latin American technology

Instaleap develops software solutions for supermarkets, pharmacies and consumer goods retailers, enabling them to manage orders, logistics, picking operations and customer experience across digital channels.

The company has processed more than 100 million transactions and maintains commercial relationships with nearly 100 retailers and marketplaces outside North America, including Cencosud, Éxito, Makro, Continente, Jerónimo Martins (owners of Tiendas Ara), Lulu, and SPAR.

The acquisition also allows Instacart to accelerate its presence in regions where it previously had limited operations. The company had already begun deploying products such as Storefront Pro and its AI-powered Caper Carts in Europe and Australia but lacked a consolidated network in Latin America and the Middle East.

Instaleap to continue operating as subsidiary

According to the companies, Instaleap will initially continue operating as a wholly owned subsidiary of Instacart to ensure continuity for existing customers during the integration process.

“We’ve built our platform with a deep focus on the unique needs of grocery retailers across diverse international markets. Joining Instacart enables us to scale our impact with the support of a trusted partner that shares our commitment to retailer success,” said Antonio dos Santos Nunes, CEO and co-founder of Instaleap.

The company was founded in Colombia in 2019 by Portuguese entrepreneurs Antonio dos Santos Nunes and Margarida Freitas, the company’s current COO. Both joined the global entrepreneurship network Endeavor in 2025.

The companies did not disclose whether Instaleap’s current management team will remain in place after the transition period.

E-commerce growth fuels regional expansion

The announcement comes amid sustained growth in e-commerce across Latin America, particularly in Colombia.

According to figures cited in the statements, Colombian e-commerce grew 19.9% in 2025, reaching $684.6 million USD transactions, while the regional online grocery market surpassed $3.62 billion USD last year.

Instacart reported adjusted EBITDA of $1.09 billion USD in 2025, representing 23% year-over-year growth, along with 312 million processed orders.

With the acquisition, the company expects to gradually extend additional solutions to Instaleap’s clients, including e-commerce services, retail media, artificial intelligence and in-store technology.

The city of Medellín is scheduled to host the second edition of the “WOBI on AI and Business Transformation” summit on April 28, 2026. The event, which will take place at Plaza Mayor, represents the sixth major collaboration between the Alcaldía de Medellín and WOBI since the partnership began in 2017. This year’s forum focuses on the integration of artificial intelligence into corporate leadership and operational strategy, reinforcing the city’s status as a Special District of Science, Technology, and Innovation.

Martha Lucía Maldonado Nieto, Managing Director of WOBI Colombia, detailed the evolution of the event series, noting that previous editions held between 2017 and 2019 attracted more than 4,300 business owners. “Since last year, we have shifted these digital transformation conversations toward an unavoidable topic: Artificial Intelligence,” Maldonado stated. She emphasized that the summit is designed to analyze how AI supports macro-management themes rather than providing purely technical instruction. “WOBI is not about providing technical content. Our goal isn’t to teach people how to operate a specific AI tool, but rather to support them in their roles as leaders.”

“We are certain that only by sensitizing our leaders will we achieve real changes in organizations.” — María Fernanda Galeano Rojo

The upcoming summit features a lineup of international speakers covering diverse facets of the technology. Terry Gutiérrez, the General Manager for Tesla (TSLA) in Mexico and Latin America, will present on leadership algorithms. Nathan Furr, a professor at INSEAD, is set to discuss using AI to scale business models. Other speakers include marketing expert Giuseppe Stigliano and Andrew Mayne, a former prompt engineer at OpenAI, who will provide insights into the development of ChatGPT. Maldonado noted that the curation of this content is managed by WOBI’s team in New York to identify global trends relevant to executive decision-making.

María Fernanda Galeano Rojo, the Secretary of Economic Development for Medellín, will also address the assembly on the role of “Cities that Think.” Galeano Rojo highlighted the city’s commitment to ensuring high-level technological discourse reaches multiple sectors of the local economy. “We will have 600 leaders, more than 70% of whom will be from our city,” Galeano Rojo said. “At the same time, we will have parallel activities where we will be talking with these same speakers, as well as with entrepreneurs and university students. What we want is for all this knowledge to reach different sectors of our city.”

The event structure has transitioned to a membership model as of 2024, though individual tickets remain available. Maldonado confirmed that the average cost for participation is approximately $1,990,000 COP. The summit aims to build on the success of the inaugural AI edition, which saw 800 attendees from 350 companies and has since been exported to Madrid and Milan. “Artificial Intelligence is not just another trend; it is a new reality,” Maldonado added. “It is going to change and impact us in much the same way that the internet at some point changed the way we function.”

The Secretaría de Desarrollo Económico continues to prioritize digital skills and AI training as part of its broader economic strategy. According to Galeano Rojo, the objective of the Alcaldía de Medellín is to use these international platforms to drive social and organizational transformation. “We are betting on digital skills training and AI training,” she remarked. “We are certain that only by sensitizing our leaders will we achieve real changes in organizations.”

The one-day academic session will begin at 9:00 AM. Key regional entities including Rappi, McKinsey, and Procter & Gamble (PG) were cited as background for the expertise being brought to the stage, reflecting the professional trajectories of the invited speakers.

Colombia’s economic landscape is undergoing a profound transformation, driven not only by institutional shifts but by the indomitable spirit of its local entrepreneurs. The story of Julio Jiménez, founder of American Visa Hotel, serves as a powerful testament to the social mobility and resilience defining the country’s modern business narrative. From selling empanadas as a child to managing a diverse portfolio of hospitality and logistics assets, Jiménez embodies the grit that is reshaping the nation’s service sector.

Click above to watch the video!

In this exclusive interview, Loren Moss of Finance Colombia sits down with Jiménez at his newest property, Destino. Their conversation covers a journey of hardship, recovery, and a radical commitment to social responsibility that challenges traditional corporate models. For the international investment community, Jiménez’s trajectory offers a window into the burgeoning mid-market hospitality segments that are being built on authentic local experience and a rigorous focus on consumer security.

This evolution is particularly evident in his recent move to professionalize the transportation industry at El Dorado International Airport. By integrating technology and hospitality standards into the taxi sector, Jiménez is working to eliminate the friction points that historically deter foreign business travelers. It is a narrative of redemption and professionalization that highlights why Colombia continues to maintain its competitive edge in the regional tourism market.

Finance Colombia: I’m here with Julio Jiménez, the founder of American Visa, and here we are in one of his American Visa hotels, ‘Destino.’ And it’s an interesting name that the company has but the most fascinating thing is your history. Tell me how you started in business. Very young, right?

Julio Jiménez: Yes, since I was 8 years old. I had a struggle, grieving when my father separated from my mother. Four brothers stayed practically in one room, in one bedroom. Five people: my mother, my four brothers; struggling a lot, because of the separation. And from there we started working, because since then I started doing business, since I was 8 years old.

Finance Colombia: Wow, and what was your first business?

Julio Jiménez: My first business was to tell the principal of the school where I studied that we didn’t have anything to eat, and she should let us sell some empanadas, we had empanadas for sale and I started selling empanadas in the Cooperative at the age of 8 years old.

Finance Colombia: And that was here in Bogotá?

Julio Jiménez: In Bogotá.

Finance Colombia: Okay, and after that you started to work at the airport, right?

Julio Jiménez: Well, the bad thing about the empanadas was that I stayed with the empanadas until I was 19 years old. I saw money; I didn’t study anymore. I wasn’t inclined to study, I left after 5th grade but I started selling empanadas at the age of 10, 12, 14 years old and I was able to develop my mind, because I had a stand of empanadas in a corner where I was serving 50 people at once.

Finance Colombia: Wow.

Julio Jiménez: Taxi drivers, regular people, would come to my empanadas stand where I had two soda cases, 300 empanadas, butter, dough and a lot of people talked to me at the same time and I didn’t write anything down. I had a mind where… I knew you ate beef, chicken, a Hawaiian and you ate, and you ate… So I talked to 50 people at once and I was able to develop my mind, a photographic memory, a unique memory. Math is adding and subtracting, just that: to add, subtract, divide and multiply, and I developed my mind. After being an empanadas vendor, at the age of 19, I got married. I started gambling, I got addicted to it. When as a child you see money, and you don’t have a guide, a guide on how to manage finances, how to save money well… Money has chased me all my life, the money, the business, but I’ve been a bad administrator. I fell into gambling since I was 12 years old. Problems with ludomania, addiction, ludomania is the game: casino, gambling.

Finance Colombia: Yes, yes.

Julio Jiménez: Only 3 years ago I recovered from gambling. But the issue here that I want to tell you about is that I had many struggles in my life: hardship, hardship and more hardship. But from hardship something good always comes out. The teachings of each mark, of each wound, of each blow. Then I became a taxi driver at 21 years old, and I drove taxis for 14 years. As a taxi driver, I understood and I knew that I was very good with numbers and with the auditory part, and so I had three radio phones in my taxi listening to where they asked for taxis.

Finance Colombia: Yes.

Julio Jiménez: One here, another here, and I went around all of Bogotá driving but also getting to know people and listening. I’ve been very good at listening. I’ve never read, now I’ve read the Bible, but I’ve never read. But I listened, I listened when people get upset, I listened when people have good energy, when people are positive, when they are negative. And all that I learned in my taxi. Until I saw the El Dorado airport. Because of the people I took to the airport. I’d get to the airport, they’d get off my taxi, but someone else would come and say, “Hey, take me to the hotel.” And the hotels I would take them to, 15 years ago… As a taxi driver, they asked me for hotels. I took them to hotels where they gave a commission to the taxi driver, a commission of, I don’t know, at that time it was 30,000 COP, it was 10 USD today. I’d get to the hotels, they gave me my commission, 2 or 3 a day. I wondered, “What do the people that stay at the airport do?” I dared to let go of my taxi, which was what I knew how to do. I know how to do 3 things in life: drive a taxi, sell empanadas and sell hotels. That’s my art, what I learned. I let go of my taxi and I started selling hotels at the airport. I went from a taxi driver, to getting out of it, asking for permission to a hotel at that time, 15 years ago, I said, “Give me a certificate and back me up so I can be at the airport with a sign-”

“When you dedicate yourself to serve, to help, to protect. That is the motto of the American Visa company.” — Julio Jiménez, Founder of American Visa Hotel.

Finance Colombia: ‘And I’ll get you customers.’

Julio Jiménez: Lorenzo you need a hotel, I have a hotel near the airport, I’ll take you, bring you back, give you food, the entire service. And I started, and like me there were already 200 people working in different shifts, it was a closed circle, that business has been there for 40 years, at the airport. It’s called informalism, being touts. Those that when you get off, “I have the Uber, I have the Uber.” In the whole world, even in China, there are airport touts. So I started selling hotels and it turns out that they are talking to the best speaker, because my God gave me a gift to know how to express myself, to know how to convince and I started selling hotels and I sold 15 rooms daily, when I started 15 years ago, and 15 rooms with 50 percent commissions…

Finance Colombia: That’s very profitable.

Julio Jiménez: Profitable, tempting, but there is also indiscipline, because 15 years ago I wasn’t very disciplined. I was still doing drugs, gambling, alcohol, women, treachery, learning. For me it was easy to earn 500 USD a day in commissions but it was also easy to spend them in one hour.

Finance Colombia: Easy come, easy go.

Julio Jiménez: Correct.

Finance Colombia: You still didn’t have discipline to save.

Julio Jiménez: No, I was paving the road, as I always say, I always had that hardship. The ludomania, addiction management, gambling management, emotions management. I was hospitalized for 4 months in a clinic 14 years ago for gambling management. I committed myself for 4 months in a clinic for addiction management because I got obsessed with gambling.

Finance Colombia: And how did you get over that eventually?

Julio Jiménez: Look, I spent 4 months with psychology, psychiatry in the clinic, here in Bogotá, my diagnosis wasn’t bipolar, it wasn’t schizophrenic but it was compulsive gambler, and that is the worst of all.

Finance Colombia: Addicted to dopamine.

Julio Jiménez: To dopamine, serotonin, endorphins. Everything, everything, everything, has to be like this. And the compulsive gambler risks everything, he does not lose, he plays everything. Unfortunately that was almost all of my life. Many pitfalls and many defeats, since very young the money came to my life and I didn’t know how to handle it, then I met the Lord when I met Jesus Christ… 3 years ago I fell to the feet of Jesus before the pandemic. 6 years ago I had a business opportunity, I left the airport when the pandemic came, I started with a small hotel of 12 rooms, the pandemic came and everything broke. When they reopen hotels, it takes me out of the airport. At the airport they did not want to see me because of a betrayal. I set up a business in the airport before the pandemic, a special transport business of white cars (formalized, legal transportation), and the people in the airport with whom I set up the business betrayed me, he remained because he was a lawyer and I had nothing. He ran things there, and they said, “Julio, don’t call us, we will call you.” They removed me from the airport. I went to the transport terminal.

Finance Colombia: In Salitre, yes.

Julio Jiménez: That’s where I worked as a tout. “Hotel, hotel!” It wasn’t the airport but it was a terminal. We start the travel agency American Visa Tours. It still exists. It is a long story, it would take two hours to tell it because it is already edited even for a book, they already made a script of how everything happened. Because the spiritual connection with God was very big because in the terminal when it was closed for the pandemic, the people were thrown outside. A group of foreigners, of Venezuelans, of Colombians, There was no transport, they’d get here and get tossed on the ground. I had a hotel with 12 empty rooms, so what did I do? I had three trucks like this, owed 8 months’ rent. But I wanted to start again.

During that learning lesson there were nights that I went out to hustle, I loaded people from Cúcuta, I arrived and I loaded people in the terminal, “Going to Cúcuta?” in my truck. I put 11 passengers and took them to Cúcuta. I did like 10 trips. And during that time while I offered that illegal transport to Cúcuta, because it had ended, they also asked me about hotels, so I packaged hotel and transport, so I could survive, but in that time I realized that people couldn’t pay. Not for the hotel, or transport, or food. Because they are like refugees, if it’s bad here, it’s worse in Venezuela. So what did we do, what did the Lord do through me? I have an empty hotel, I have a truck to take people, it’s raining, kids are getting wet, the grandparents, the pregnant women… Let’s help them. And on several occasions we opened the hotel doors, which was broke. And we gave them free nights and gifted them a chicken or something to eat.

There, my dear Lorenzo, Heaven’s doors opened, and American Visa started. With that act of faith, of love, I don’t know what happened, God simply made a blessing here because for the past 6 years American Visa, which was born in that hardship, has not stopped receiving blessings. Today we are a hotel chain with 8 hotels. A travel agency, three agencies we own, the restaurant chain the technology company. More than 7 companies.

Finance Colombia: These hotels are beautiful. I think it’s new, it’s like international class. We went, without knowing you, we went to eat in Camelia, your restaurant in route 40, yesterday. It’s good. I’m always here in Bogotá in an event in Corferias. I remember seeing your brand in front of the embassy because you have services, packages, everything included not only for holidays but people who come for business in the embassy, people who are in Corferias because everything here is close to Corferias. What is like, the market or what is the audience or the passengers you aim for? I’m not going to say strategy, but which travelers fit best with what you do?

Julio Jiménez: I learned as a taxi driver that a tourist requires a hotel. Requires a good restaurant and requires security. When the three things are given to a tourist, it turns into an ecosystem. Why not build the ecosystem? Transport, tourism accommodation, restaurants everything they need in one place. That’s what American Visa does. And everyone who arrives at the airport, well now with technology and social media and digital media many people are getting to know us. But my true business, where I started, it was airlines. When they lose a connecting flight, when they cancel a lot of flights, what they do is call American Visa. Because we have restaurants 24 hours, transport 24 hours and everything is ready to see you. From one to a thousand people a day.

Finance Colombia: It has happened to me many times in El Dorado, going back to Rionegro. It has happened to me.

Julio Jiménez: Now with this gigantic ecosystem, here we have over 500 rooms in Bogotá, not only for airlines but also to receive the international agencies that arrive in Bogotá. We receive them 24 hours, we have service in the airport 24 hours 365 days a year in which the first thing you do is to have kind face to greet you and take you to the hotel without cost because it is included in the package. We have a restaurant that works 24 hours so whenever you get there, you’ll find food. We have our agents, language, we have our employees who work here willing to give love.

Finance Colombia: And that is the last thing I wanted to talk to you about, that this moment is my first time to meet you but I have known… We are here recording the ANATO Vitrina Turística event, the most important tourism event in Colombia, and I met people from your American Visa team, and they all have a commitment that they show but apart from that I have heard stories or cases of employees with humble beginnings, a lady whose mother had cancer and she came to you for a loan, and you were like “It’s no trouble.” And when people talk well about you behind your back, that speaks volumes.

Julio Jiménez: Look, the social aspect, when God blesses us, I met the Lord 6 years ago, when we helped those people on the ground, when we gave them shelter and food. God opens the gates of Heaven and the door opens. That also opens my heart. I have a duty, for the 35 years that I spent gambling, to help, to serve and protect. Today my debt is not with the casino nor with their people but with the people who need help. God transformed all of my illness. Because I keep praying every day. I wake up at 3:30 AM to connect with the Lord and to plan my day and I go to bed at 10 or 11 PM planning what business we are going to do. If there is no business, there is no risk. When you fail, it is cowardice. But when you don’t fail you can know for certain that God has picked you up for good. He does not fail. You are the one who fails. If you don’t fail, there will be no failure.

Every business shines, every business prospers, if you put it in God’s hands. And how? With service. thinking that the person who you help, whether good or bad, a believer or not, is a human being, who needs an opportunity. And American Visa is dedicated today to opportunities it is the company of opportunities. We receive people who have been in jail, people who have made mistakes, those who do not know how to read, those who can’t write, those that have many titles and need to be trained because the ego is killing them. Because today the biggest disease in the world is the ego, and depression, anxiety, so here we are about receiving everyone, giving them a hug and finding the wound to heal the soul. When you heal the soul you connect with God.

Finance Colombia: And I believe that also when you come from humble beginnings, you know what’s it like to go hungry, it is different from someone who is born with a silver spoon in their mouth. It is different when you know what’s it like to ask for a chance. when you know how it is to sleep on the floor, like when you were helping them. And helping them without knowing what will happen later, and look at all of this. How many hotels do you have?

Julio Jiménez: Eight hotels. We own three buildings and rent five, we own the transport agencies, American Visa has absorbed the companies that today transport to the most important airport in Colombia, they are from American Visa, of the holding.

Finance Colombia: And that is important because, I’m sorry because I know it is part of your story, but the taxi drivers here in Bogotá have a bad reputation. I wouldn’t say I’m scared, but I look for white cars, because I don’t want to be scammed, to be overcharged because it’s Sunday, or because of a foreign accent, and I look for a reliable transport, reliable people. And if you offer that, how can a traveler get in touch with you? Do you have a website?

Julio Jiménez: Right now, we have just acquired the Taxi Imperial company, who manages the airport. Taxi Imperial.

Finance Colombia: I know them, yes.

Julio Jiménez: American Visa at this moment has strategies… today is February 26, 2026. I ask you that you count 6 months. Give me 6 months my dear Lorenzo, and in 6 months, I’m putting it on the record. What image is the yellow taxi going to have? In 6 months, with the help of our Lord, we plan to transform the yellow transport. You will find the cabins where you will receive a friendly attention, “Where are you going, sir?” I offer you the yellow taxi, or the special service. But the yellow taxi will come out with the predetermined rate so you will see how much the user will pay without surprises. You will have a video camera and audio, if you wish, for security, if you forget an object, if you forget a bag or anything. This project is designed in service of the user. And to improve the image of the taxi driver. But image is improved with proof. And proof will be difficult because it’s a union, I was a taxi driver for 14 years and I charged hard, we are used to charging hard. But if the people who were overcharged paid for a bad service, when you know how much you will pay, with a good service, you will use the service again.

Finance Colombia: I pay more to have no surprises, rather than look for cheap but in the end get surprises.

Julio Jiménez: No, look, I can’t go over the speed limit but I will drive you safely. I’m not going to put reggaeton music, “What music do you want to listen?” I’m going to give you a water bottle, show you the videos that we are going to put in the back, because we are going to have corporate videos about Colombian tourism. We’ll show the hotels, restaurants, travel agencies. Everything you can do in Colombia. We will be professional drivers. Not taxi drivers. Every taxi driver at the airport will be a commercial driver. Selling services, selling a safe package, we are not going to overcharge anymore, we are going to do things well. And that client, we will call them after drop off, Lorenzo is going to his house in Cedritos, in 10 minutes we will call him, “Mr. Lorenzo, how was Mr. Camilo?” “How did he treat you? Would you use the service again?” It’s a post-sale, what we plan to do. That’s why I’m saying, give us 6 months, and you’ll hear about what we did with the yellow taxi in the airport.

Finance Colombia: So in September we are going to do another interview to see how it’s going.

Julio Jiménez: Gladly, I’ll be there to give you the numbers and the statistics of how we did it.

Finance Colombia: Excellent, it’s been an honor. Look, it is impressive what you do here, thanks for your time I know you are very busy in ANATO, we are as well, but what you have done so far is very impressive, I want to see you continue with these successes.

Julio Jiménez: It is for God’s glory, for the inspiration of people to see that all dreams can be fulfilled by faith, by the name of the Lord and in the name of helping society, which is the most important thing because the last thing you think about is in the profit, it will come later. But when you dedicate yourself to serve, to help, to protect. That is the motto of the American Visa company.

Finance Colombia: Well, American Visa, thank you very much.

Julio Jiménez: Thank you Lorenzo, God be with you.

MEDELLÍN — The mobile film festival SMARTFILMS announced the launch of its third edition in the “City of the Eternal Primavera” on March 17, 2026. The initiative aims to democratize cinema and foster local creative talent through technology and audiovisual narratives. The program’s goal is to train 4,000 participants in the technical skills required to produce films using mobile devices.

The launch is supported by the Alcaldía de Medellín (Medellín mayor’s office), which is providing 3,300 training slots, the Área Metropolitana del Valle de Aburrá (Aburrá Valley metropolitan area) with 300 slots, and the Cámara de Comercio de Medellín para Antioquia with 250 slots. Additional strategic partners include EPM and Fenalco Antioquia, organizations that focus on regional innovation and commercial development. The official opening, led by CEO Yesenia Valencia, took place at the Poblado branch of the Chamber of Commerce,

“SMARTFILMS is not just a festival; it is a platform that demonstrates that to tell a great story, one only needs a good idea and the device everyone carries in their pocket.”

The 2026 program utilizes a four-phase methodology designed to transition creators into digital entrepreneurs. The first phase involves mass training for 4,000 individuals in mobile audiovisual production. In the second phase, 400 selected participants will attend a specialized bootcamp at the Cámara de Comercio de Medellín para Antioquia featuring industry experts. The third phase focuses on business skills for 40 finalists, covering marketing, digital advertising, budgeting, and legal contracts.

In the final stage, participants must produce advertising content for three local neighborhood businesses to assist in their digital transition. Financial incentives include prizes of $10 million COP for first place, $5 million COP for second place, and $3 million COP for third place. Additionally, finalists receive seed capital of $1.5 million COP per person for recording equipment. Registration is managed through the cineconcelular.com platform.

The festival reports a significant regional economic impact, generating 115 direct jobs and over 300 indirect jobs. The direct positions include 33 payroll staff and 82 contractors based in Medellín. Since its inception, the model has trained 8,000 people and led to the creation of 120 businesses nationwide. These creative enterprises currently report monthly revenues ranging from $2 million COP to $10 million COP.

The 2026 version of the project seeks to expand its reach across all districts of the metropolitan area to stimulate the development of cultural companies and social transformation. Documentation from the organizers highlights a 0% desertion rate among participants over the last two years.

The application process attracted 65 companies from sectors including technology, energy, financial services, health, education, and agroindustry. This level of participation reflects the current activity within the city’s entrepreneurial ecosystem.

The 25 selected companies will access a comprehensive set of support services. These services include strategic diagnostics, customized mentorship from high-level experts, pitch training, and connections to international investment and market networks. Carolina Londoño Peláez, Executive Director of Ruta N, confirmed the formation and support process is scheduled to last two months.

The initial cohort includes firms such as Erco, B2Chat S.A.S, Somos Internet, Hacku, and Netux, along with 20 additional companies. The complete list of participants is available on the Ruta N website.

Selection Criteria

Carolina Londoño Peláez, Executive Director of Ruta-N (photo courtesy Ruta-N)

To be eligible for Medellín Next, companies were required to demonstrate a specific level of operational maturity and market traction, including:

• A validated business model, with a product or service already generating sales in the market.
• Minimum annual invoicing of $1 million USD in sales and revenue.
• A minimum full-time team of five employees.
• At least one active founder dedicated to the company full-time.
• A clearly defined growth and scalability plan.

Londoño Peláez stated that the program’s objective is to facilitate business scaling to establish Medellín as a high-impact technology hub in Latin America. The support services are structured to address areas essential for expansion, including strategic planning, financial strengthening, leadership, capital access, and internationalization.

Htwenty Capital is one of those early stage venture firms. During a recent event organized by the City of Medellín’s investment promotion agency, ACI Medellín, Loren Moss, executive editor of Finance Colombia and Cognitive Business News was able to spend some time with the investment fund’s Platform Lead, Jimena Cortés to discuss the unique challenges—and opportunities that Colombia presents when it comes to funding and growing high potential startups.

Finance Colombia: I’m here with Jimena Cortés, who works with HTwenty Capital. What’s your role with HTwenty Capital?

Jimena Cortés: Sure, thank you very much for the invitation. I’m an investor for Spanish-speaking LATAM in HTwenty, and I also lead the platform efforts, that is, all the efforts we do post-investment for the portfolio.

Finance Colombia: Great, so HTwenty, my understanding is that it’s an early stage –it focuses on early stage seed, pre-seed, maybe Series A investments, really gets in early in the game. And then, you know, I did a little bit of homework, and you guys specialize in working closely, actively, with investors. Kind of holding their hand, serving a little bit more, you know, almost along the incubator route. Is that correct?

Jimena Cortés: Yes, in part, we’re an active fund, we’re super hands-on with our portfolio. A big, important part of our investment thesis is how we can generate value for our portfolio. That’s correct, we also enter in super early stages, it includes pre-seed also; pre-seed, seed, and pre-Series A is our sweet spot. And yeah, we have a really important network of advisors, super specialized in product, or on B2B acquisition, or technology. And we also have a playbook of partnerships and different stakeholders to help our portfolio, but we also strategically work along with them super closely.

Finance Colombia: Now, one interesting thing I noticed is that you guys have offices here in Colombia, in Mexico City, and Miami. You guys chose that geography as opposed to, let’s say, the traditional Silicon Valley or Boston or New York. Why?

Jimena Cortés: Yes, I think there are two answers to that question. The first one is that our thesis is a cross-border thesis, so we are super focused on creating this cross-border network, so companies from Colombia, Argentina, and Mexico can go to find operations in the US, but also from Colombia and Argentina to Mexico. So that’s an important part. And second, the ecosystem in Miami it’s growing in a really interesting way; it’s not the traditional Silicon Valley ecosystem, but we have a lot of second-time or third-time founders creating companies in Miami. So the ecosystem is getting pretty interesting, so we are making a bet on the Miami ecosystem.

“We invest in early stages. So basically, our sweet spot is pre-seed, seed, and pre-Series A.” – Jimena Cortés

Finance Colombia: Great. So speaking of here in Colombia, you’re Colombian, right?

Jimena Cortés: Yes, I’m Colombian.

Finance Colombia: So this has to be, you know, a point of personal pride that international venture capital firms are taking notice. What are the unique challenges compared to other Latin American locations like Mexico or Brazil? What are the unique challenges that Colombia faces when it comes to attracting venture capital?

Jimena Cortés: Yes, I think Colombia has done a pretty good job because we have a really good talent, technical talent, that is aiming to build interesting things. I think what’s more challenging is the exit ecosystem. Colombia has a small public or IPO system, so we have to look for other types of exits that are more in the private sector, and that’s how we attract these exits. Like in the US, there is a huge market on the M&A side. So I think the challenge here in Colombia is how we are going to exit to make the returns we expect, and how we also get into reasonable valuations.

Finance Colombia: Good point. I think that when we look at, for example, Colombian-listed companies, they tend to list –You know, I remember Tecnoglass, for example, a Colombian company. Now they’re based in Miami. They went from BVC in Bogotá to NASDAQ, then from NASDAQ to the New York Stock Exchange. When we look at the multilatinos, like here in Medellín, we have Grupo SURA, Bancolombia, Ecopetrol, and they’re all listed on the New York Stock Exchange. A lot of them also list in the BVC, maybe more for patriotism, I think, than anything else. So, because of that, it kind of precludes, to a large degree, going to a traditional domestic IPO because the capital markets or the demand for the securities aren’t there. Have you seen any companies, aside from obvious ones like, let’s say, Rappi, have you seen companies that have done international IPOs, that maybe it might be a company with Colombian roots, or other companies in your portfolio, Mexico, or elsewhere, that have gone the IPO route? Or is it more of, let’s look and get a strategic acquisition or private equity, or some other type of exit?

Jimena Cortés: Yeah. In this instance, we have not yet had any company that has made an IPO, either on their local market or in the US. We are looking more for private, targeted acquisitions strategically.

Finance Colombia: Now, looking at it from the entrepreneur standpoint, what type of venture, what type of founder, what type of entrepreneur should consider approaching HTwenty, and at what stage in their project?

Jimena Cortés : Sure. I think in early-stage VC, the founder and the founding team are the most important thing. So we focus on founding and building long-term relationships with these founders. We look for founders who are super technical, who have a lot of experience in the segment of the market they are approaching; we also value a lot the networking they can generate on the problem they are solving, and the obsession and passion for that particular problem, so they want to solve it. That passion that they feel about it.

We invest in early stages. So basically, our sweet spot is pre-seed, seed, and pre-Series A. We normally make tickets between 500,000 and 1.2 million. That’s our strategy. We look for equity ownership between 8% to 12% in these companies to build our long-term equity ownership for the ramp-up and the exits.

We have three main sectors we like to invest in. The first one is FinTech infrastructure. In LATAM, we have been focusing a lot on FinTech infrastructure because we see there’s a lot of gap in the technological infrastructure we have. For example, we invest in acquiring processing, in cross-border payments, in remittances, in collections, and public services. So we are going deeper into the infrastructure on the FinTech side. We think that through this infrastructure, with technology in this infrastructure, we can permeate the technological ecosystem in the region.

Second, we invest in verticalized SaaS, super focused on a particular value generation, like we have in restaurants, we have in inventory management, and other types of SaaS.

And AI. I think AI, of course, is a trending topic, but we are trying to understand how AI works as a backbone in the products and operations of our companies to make it more efficient and more productive. So with 30 people, you can do what you did three years ago, five years ago, you did with a hundred people.

Finance Colombia: Absolutely. And, you know, you’ve been generous with your time. It’s starting to get hot, the sun’s coming up here, I see that. I don’t want us to melt. But you know, I was looking at your website… You guys have some success stories that you’re pretty proud of that are still, of course, in the developmental stages. You mentioned the restaurant company that has restaurant SaaS software. Just mention maybe two or three of the companies that you guys have in your portfolio that are doing interesting things.

Jimena Cortés: Sure. For example, we have Felix Pago. That is a company that has recently closed its Series B with QED as a lead investor. So they have been doing really interesting things, growing at a really interesting pace. So we’re super excited about Felix Pago. We have also, from the Colombian side, Supra, which is working on cross-border payments and was the first investment made by Citibank New York here in LATAM. And we also have Akua, who is a founder from Medellín. They are building really interesting things in acquiring processing, and they closed the biggest pre-seed round in the region. So we’re excited about all the companies.

Finance Colombia: Congratulations. Much continued success, not just for you guys at HTwenty, but obviously for the Colombian entrepreneurial ecosystem. And what’s your website?

Jimena Cortés: Our website is www.htwenty.vc.

Finance Colombia: Thanks so much.

Jimena Cortés: Thank you.

The event aims to explore how artificial intelligence (AI) transforms organizations and, based on this, define the keys that will enable them to adopt successful leadership in this new digital era.

Those interested in attending can find details here.

“We are very pleased to announce from the Mayor’s Office of Medellín that WOBI is returning to the city, this time with a very important theme: artificial intelligence, a joint effort to bring topics that align with our vocation of Science, Technology, and Innovation. This is the opportunity to strengthen the knowledge of our business leaders and entrepreneurs, so that together we can continue transforming and consolidating our city and companies, generating valuable jobs, and, above all, understanding what it means to lead new technologies brought by the fourth industrial revolution,” said the Secretary of Economic Development, María Fernanda Galeano Rojo.

800 people are expected, including CEOs, C-level executives, area directors, and managers. Photo credit: WOBI.

Participants will learn strategies to integrate AI into organizational culture, customer experience, and foster brand loyalty; the role of leadership in the digital age; and how to prepare employees for new responsibilities with practical cases that demonstrate how this tool drives decisions and creates business opportunities. Some guests include Zack Kass, former director of Go-To-Market at OpenAI; Randi Zuckerberg, former director of marketing at Facebook and founder of Zuckerberg Media; Mitchell Weiss, professor at Harvard Business School and expert in innovation and generative AI; Jesús Cochegrús, entrepreneur and technology expert who has worked in the video game industry and developed projects for companies such as Nike and Coca-Cola.

“It is a true pleasure for me to announce that WOBI is returning to Medellín after five years. This time we are bringing an event called AI & Business Transformation, which, as its name suggests, couldn’t be more relevant at this time. We intend to show business leaders how artificial intelligence is changing and transforming the way we lead, develop strategies, connect with our clients, and manage and lead companies,” said WOBI Colombia’s Executive Director, Martha Lucía Maldonado.

One of the district’s goals is to continue positioning Medellín as a destination for events and business. For this reason, we support these events, in which people from all over the world participate, helping to position the city as a benchmark for business tourism and meetings.

Also See: WOBI Interview – Management Guru Ram Charan On How Colombia Can Go From A Resource To A Knowledge-Based Economy

Also See: WOBI Interview – Medellín Has Tech Talent – Colombia Now Needs a Support System for Startups to Scale

Photo credit: WOBI.

The proposed legislation would require ride-hailing platforms to register as transportation companies, imposing standards around licensing, insurance, taxation, and labor relations. Proponents argue that the bill addresses longstanding concerns within the traditional taxi sector regarding market competition and safety regulations. However, the move has sparked debate over the potential impact on the flexibility and accessibility that these platforms offer consumers and drivers.

Regulatory Standards and Compliance Requirements

Under the proposed bill, ride-hailing platforms would be obligated to adhere to several compliance measures currently applied to traditional taxi services. Key provisions include mandatory insurance for passengers, licensing for drivers, and vehicle inspections. The bill also proposes a taxation framework, which would require ride-hailing platforms to pay fees comparable to those imposed on traditional taxi companies.

Ride hailing platforms remain popular in Colombia, in part due to the dismal reputation of taxi operators in the capital city of Bogotá.

In a statement, the authors of the bill argued that the proposed regulations are necessary to create a “level playing field” between traditional taxis and ride-hailing services, addressing what they view as an imbalance in regulatory obligations. According to the legislative proposal, these changes are intended to promote fair competition while enhancing passenger safety and accountability.

Impact on Drivers and Labor Standards

The legislation also aims to introduce specific labor standards for drivers working on ride-hailing platforms, potentially affecting how these companies classify their workforce. Current regulations do not mandate formal labor protections for drivers, a point that has been raised in recent debates over the gig economy. If passed, the bill would compel ride-hailing platforms to provide social security and other benefits to drivers, a shift that could impact the platforms’ business models and operational costs.

Representatives from ride-hailing companies have expressed concerns about the proposed labor requirements, arguing that they could limit driver flexibility and reduce earnings. However, labor advocates and some members of Congress maintain that formalizing employment conditions for drivers is necessary to ensure fair treatment and economic security.

Reactions from Industry Stakeholders

The bill has garnered mixed reactions from industry stakeholders. While representatives from Colombia’s traditional taxi sector have welcomed the proposed regulations, citing long-standing concerns over competition and regulatory parity, ride-hailing companies warn that the legislation could hinder service availability and affordability.

Uber, DiDi, and Cabify have each issued statements advocating for a regulatory approach that respects the unique business models of digital platforms. They argue that excessive regulation could reduce consumer choice and increase costs for passengers, potentially undermining the benefits that ride-hailing services bring to urban transportation networks.

The bill’s authors acknowledge these concerns but argue that the regulations are essential for establishing an equitable transportation landscape. They maintain that formal regulation of ride-hailing services will enhance transparency and protect passenger safety.

Legislative Outlook

As the bill moves through Congress, its potential impact on the Colombian transportation sector remains a focal point of discussion. Some lawmakers have suggested amending certain provisions to ease the compliance burden on ride-hailing companies, while others advocate for strict adherence to the proposed standards. The bill’s progress will likely depend on negotiations that balance the interests of traditional taxi operators, ride-hailing platforms, and consumers.

If passed, this legislation would mark a pivotal change for Colombia’s ride-hailing sector, setting a new precedent in Latin America for regulating digital platforms. For now, all eyes remain on Congress as lawmakers weigh the future of ride-hailing services within Colombia’s regulatory landscape.

See also: Nationwide Taxi Driver Protest Against Uber Clogs Roads Across Colombia