¿Quieres saber más sobre San Basilio de Palenque, su gente y su historia como el primer pueblo libre de afrodescendientes en Las Americas? ¡vea, pues! Finance Colombia presenta: Una película cortometraje por Loren Moss sobre el pueblo de San Basilio de Palenque, Colombia, su gente, historia por sus propias palabras, y cómo está hoy en dia.

Agradecimiento a:

• La gente de San Basilio de Palenque, los Palenqueros
• El Maestro Rafael Cassiani QDEP, y su familia
• El grupo Kombilesa Mi, especialmente Ali Mc Pm & Afroneto
• HBCU Connect, LLC
• Chevron Petroleum
• The Talento Total Foundation

 

Cinematografia y dirección: Loren Moss

Fotografia adicional: Liliana Padierna

Editora: Sofia Figueroa Imfeld

Versión en inglés pendiente.

Producido por Unido Digital Media, LLC https://unidodigital.media/

Leer más: Finance Colombia: https://www.financecolombia.com/

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Espero que te gusta nuestra ultima documental cortometraje. Les pido darnos un like, comentario, y siguenos…tan importante, comparte con todos! (Luego tendremos una versión en inglés también)

On the morning of May 1, 2025, the Assessment Center (CAV, by its acronym in Spanish) of the Regional Autonomous Corporation of the Negro and Nare River Basins (CORNARE) received six tamarin monkeys that had been rescued by an anti-narcotics unit at José María Córdova Airport in Rionegro, Antioquia. The officers had caught a man and a woman from Dominican Republic that were attempting to leave Colombia with two white-faced capuchins (Cebus capucinus) and four cotton-top tamarins (Saguinus oedipus) stuffed inside cloth bags and concealed inside the suspects’ underwear.

According to the Police report, the two suspects face charges under Colombia’s environmental and penal codes, which can carry hefty fines and prison terms for trafficking in endangered fauna. They are being charged with illegal exploitation of natural resources, trafficking of wild species and animal abuse, crimes classified in articles 328, 328A and 339A of the Penal Code. The cotton-top tamarin is a species endemic to Colombia and is listed as critically endangered, according to the Red List.

The animals showed signs of severe distress, dehydration, skin damage and were still under the effects of an unknown sedative, so the police rushed them to the CAV, where veterinarians gave emergency care. However, according to Cornare, two of the four cotton-top tamarins were pronounced dead on arrival, victims of the effects of the drug or the violent conditions in which they were trafficked—or both.

Wildlife trafficking ranks alongside drugs and arms as one of the world’s most profitable illegal trades, as written by Cornare’s Head of Biodiversity Management, David Echeverri López, to Finance Colombia. “Wildlife trade has a negative impact on the ecosystems’ health, as wild animals perform specific ecosystem functions that are essential to maintaining the balance of their environments. These functions are disrupted when they are taken away and trafficked. Many of these animals die during the capture, transportation, and selling process. Survivors get diseases and suffer throughout the process due to the lack of proper care and nutrition. Furthermore, stress weakens their immune systems, making them more susceptible to pathogens that do not usually affect them in nature,” Echeverri points.

At the prevention end, the corporation conducts regular training sessions for transport companies, schools, universities, municipal officials, firefighters, and civil-defense groups.

Cornare encourages anyone who witnesses trafficking of wild animals to call its emergency line, +57 3217811388, available 24/7 to receive both wildlife-injury emergencies and reports of animals in captivity. These cases are handled jointly with the support of the National Police.

Photos courtesy National Police of Colombia

A verbal and racist assault by a citizen against a municipal transit officer in Cali has led to criminal charges and widespread condemnation from the public and high-level government officials, including Colombian President Gustavo Petro. The man, identified as Henry Alexis Velasco, was captured on video delivering a stream of racist and derogatory insults to traffic agent José Félix Angulo Cabezas. After the video circulated widely on social media, Velasco was arrested and has since accepted the charges brought against him by the Fiscalía General de la Nación (Attorney General’s Office).

#Cali/ este sujeto agredió verbalmente con palabras racistas a un agente de tránsito cuando se encontraba realizando actividades propias del servicio al frente de un establecimiento comercial. pic.twitter.com/Wn1e5hIPak

— Denuncias Antioquia (@DenunciasAntio2) May 16, 2025

The incident has ignited a national conversation on racism and the legal protections afforded to public servants in Colombia.

Timeline of Events

• Mid-May 2025: In the El Peñón neighborhood of Cali, Henry Alexis Velasco verbally attacks and harasses transit agent José Félix Angulo Cabezas. The incident is filmed and later posted on social media.
• May 17, 2025: The video gains national attention. Public figures and organizations begin to react. Industria Licorera de Caldas issues a statement after Velasco is seen wearing a shirt with their branding. The restaurant where Velasco worked, 891 Gastropub, also releases a statement.
• Following Days: President Gustavo Petro and Vice President Francia Márquez condemn the act. The Mayor’s Office of Cali announces measures against the establishment where Velasco was employed.
• May 23, 2025: Velasco is captured by authorities. During his arraignment, he accepts the charges of violence against a public servant and acts of racism or discrimination. A judge orders him to be placed under house arrest as the judicial process continues.

The Racist Attack

The event occurred in the El Peñón sector of Cali when Velasco, a bartender, approached and began insulting agent Angulo Cabezas. According to reports from El Colombiano, Velasco was recorded shouting phrases such as, “You are black trash” (“sos un negro basura”), and “if you were smart, you wouldn’t be a guard” (“si fueras inteligente, no serías guarda”).

The transit officer, Angulo Cabezas, later stated his resolve in the face of the attack. “Do I, an Afro or a black man like I am, not deserve to be a transit agent? Do I not have the same capabilities as others? I do have them. If I am here, it was because I trained and studied to serve in my job,” he commented when denouncing the case.

Widespread Condemnation and Official Response

The viral nature of the video prompted swift reactions. Cali’s Mayor, Alejandro Eder, announced on social media that his administration had taken action. “In Cali, there is no room for racism, illegality, or violence,” Eder stated, as reported by El País Cali. The Mayor’s Office proceeded to close the 891 Gastropub, the establishment where Velasco was employed, citing its failure to comply with required documentation.

The restaurant, 891 Gastropub, issued a formal communication distancing itself from the incident. As detailed by Infobae, the establishment stated that Velasco’s actions “do not represent the way we operate or our principles,” and confirmed he had resigned.

Because Velasco was wearing a shirt featuring a brand from Industria Licorera de Caldas (ILC), the state-owned liquor company also issued a statement. According to a report from El País Cali, the company rejected the act and clarified that Velasco was not a direct employee but rather a collaborator of a third-party distributor. As previously covered by Finance Colombia, ILC is a significant, state-owned enterprise based in Manizales.

The nation’s highest leaders also weighed in. President Gustavo Petro posted on X, stating succinctly, “It’s called racism and it is a crime punishable by prison” (El País Cali).

Vice President Francia Márquez, an outspoken advocate against racial discrimination, also condemned the attack. “Racism is a form of violence and is classified as a crime. I call on the Attorney General’s Office to investigate these events… these events cannot be repeated. No more racism!” she stated, according to El Tiempo.

Criminal Charges and Legal Future

Following his arrest, Henry Alexis Velasco was charged with violence against a public servant and acts of discrimination, both aggravated. According to a report from El Colombiano, Velasco accepted the charges during a hearing.

Under the Colombian penal code, the charge of violence against a public servant carries a potential sentence of four to eight years in prison. The crime of aggravated discrimination can lead to a sentence of 12 to 36 months in prison and significant fines (El País Cali). Velasco is currently under house arrest as his case proceeds through the justice system.

El hombre aceptó los cargos en su contra y, por disposición de un juez de control de garantías, deberá cumplir medida de aseguramiento privativa de la libertad en su lugar de residencia.

Información completa aquí: https://t.co/dBsLupTNLu pic.twitter.com/UJTs9j8zME

— Fiscalía Colombia (@FiscaliaCol) May 24, 2025

The Greater Medellín Convention & Visitors Bureau has been officially accredited with the Destination Marketing Accreditation Program (DMAP) seal by Destinations International, a global destination promotion organization. This means that Medellín has an organization aligned with the highest international standards of quality, performance, ethics, and governance.

This recognition coincides with the celebration of the 20th anniversary of the Bureau of Medellín and Antioquia, and marks the step toward a new era with greater international visibility, public-private partnerships with foreign partners, attracting high-impact global events, tourism investment, and generating opportunities for local entrepreneurs.

“This certification goes beyond recognition; it positions us among the global standards of great destinations. Receiving it right in our 20th anniversary reaffirms that Medellín is moving forward with vision and purpose. Being the first in Colombia to achieve this is a source of collective pride that boosts our city-region narrative and demonstrates that meaningful tourism marketing is both possible and necessary,” said Juliana Cardona Quirós, Executive Director of the Greater Medellín Convention & Visitors Bureau.

With more than 1.4 million tourists expected in 2024 and a projected 1.8 million by 2025, Medellín becomes the first city in Colombia and the third in Latin America to receive this accreditation, along with Monterrey and Guadalajara (Mexico), placing it on the radar of major destinations around the world.

Destination International grants the certification after evaluating more than 100 mandatory and voluntary standards in areas such as governance, sustainability, finance, human resources, research, communications, sales, destination development, and stakeholder engagement.

With more than 8,000 members and partners in 750 cities, the organization also leads the professional development of destination organizations worldwide, and its DMAP program represents the highest validation standard for convention bureaus, visitor bureaus, and tourism promotion agencies.

Video and photo credit: Medellín Mayor’s Office.

Colombia continues to stumble forward, struggling to stay on the rails, another week, thus far, in terms of progress towards a bright new world.

The CUT‘s general strike over the past two days was, most importantly, peaceful, and also extremely modest in scale. If the goal was to create a groundswell of support for the Labor Reform Referendum, a failure. Ordinarily, I am suspicious of the mainstream media’s reporting of pro-Petro events, but on this occasion, either the workers didn’t stay away or used the two days of good weather for some R&R.

Back in the senate, labor reform 2.0 has edged forward at the commission level with the adjustments in the articles being criticized by workers and employers alike – it remains what it will look like, or even how far it will advance.

The Banco de la República – Colombia, which has taken the month off in terms of overnight rate decisions, reported another 18% increase in remittances, this time for April, to $1 billion USD – YTD; they are now up 15%, $4.2 billion USD. It remains to see the impact of Trumponomics, but these transfers, which used to be negligible next to other countries in the region, have certainly grown in importance.

Fedesarrollo for April reported an increase in retail confidence to 24.9% (15-month high), a reflection of Colombians’ propensity to shop, whilst industrial confidence dropped slightly, both in line with recent real sector data from Departamento Administrativo Nacional de Estadística – DANE Colombia.

According to the TMF of 79 countries surveyed (accounting for 94% of global GDP), Colombia is the 5th hardest country to do business in – but before the conservative elite start pointing at Gustavo Petro, it is where the country was in 2022 & 2023, and there are various European countries even lower down.

Final oil data for 2024 revealed an average daily production of 772k boepd (modestly down) whilst oil reserves rose to 7.2 years whilst gas reserves dropped by 13% – no surprises. Ecopetrol has announced that despite Shell‘s departure, they will push ahead with their ambitious offshore gas development.

Separately, CEO Ricardo Roa is again under pressure to quit after another scandal hit both him and the company. Despite its privatization almost 20 years ago, it seems that the oil giant has been embroiled in such headlines since the day I arrived.

Enough for a Friday.

My regards.

Roops.

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The CUT’s general strike was peaceful. Photo credit: CUT Colombia/Facebook.

Canadian airline Air Transat has announced the launch of a new route between Toronto (YYZ) and Medellín (MDE), via Cartagena (CTG). This new twice-weekly service will connect Canadians with one of Colombia’s most dynamic and mountainous cities, while also improving access to the popular destination of Cartagena.

“Adding Medellín to our network reflects our desire to expand our network while meeting a real demand from our clients for both leisure travel and family reunions,” said Sebastian Ponce, Transat’s chief revenue officer. “This expansion is in line with our strategy of targeted growth from Toronto, focusing on high-potential markets such as Colombia.”

The new service, which is still subject to final regulatory approval, will also add a frequency to the flight schedule to Cartagena from Toronto, strengthening Air Transat’s presence in this destination. This approach, says Air Transat, enables the airline to optimize the use of its fleet while serving cities that are not yet easily accessible by direct flight from Canada.

Air Transat says that its full Winter 2025-2026 program, including the start date of operations and the opening of sales, will be announced soon.

Photo credit: Air Transat.

According to the Air Quality Life Index, 99.3% of Colombia’s population is exposed to air pollution exceeding WHO safety limits, with average particulate pollution increasing by 52.8% over the past two decades. Colombian entrepreneur Mariana Pérez (27) has developed a system that not only removes CO₂ from the air but also captures nitrogen dioxide (NO₂) and sulfur dioxide (SO₂), which are pollutants linked to respiratory diseases. Her innovative solution has secured her a place among the ten global innovators of the Young Inventors Prize 2025, known as Tomorrow Shapers, selected from 450 candidates by an independent jury.

Mimicking the human respiratory system

Fine particulate matter and harmful gases pose serious health risks, contributing to respiratory diseases and premature deaths. While existing carbon capture technologies primarily target CO₂, Pérez’s invention goes further, capturing additional pollutants. Ecol-Air‘s technology is designed to mimic the human respiratory system, using mechanical bronchioles and alveoli to optimize pollutant absorption. It can be installed on chimneys to draw in and process polluted air or used as a freestanding unit to purify ambient air. The captured pollutants are neutralized and processed into biodegradable polymers, which can be used in eco-friendly packaging and industrial materials, like biodegradable bags or tiles.

From childhood curiosity to real-world impact

Pérez’s scientific interest began at the age of eight, when she noticed how rain washed away the residue of vehicle emissions from her father’s car. This curiosity later led her to develop early prototypes, refining them through science fairs and eventually securing investor support. Despite initial skepticism from industries, she installed her devices for free at large factories to prove their efficiency.

“There were moments in my journey when I doubted myself. But I believe all scientists need to realize that, while we can create incredible solutions for the planet, health, and people, scaling our projects and turning them into businesses is what gives our inventions a real future. We can’t stop at just having an idea; we need to develop it further,” Pérez explained.

Ecol-Air now collaborates with industrial and academic partners. Yamaha Colombia was the first to adopt the system commercially, followed by Sumicol-Corona. In 2023, the first air treatment plant using Ecol-Air technology opened in Girardota (Colombia), processing 70 tonnes of air daily with an 82% efficiency rate, according to the company’s estimations. The Air Innovation Center, set to open in Barbosa in 2025, is expected to process 497 tonnes of air per day and incorporate public awareness initiatives. To support the international expansion of her company, Pérez recently relocated to the United States.

The Young Inventors Prize celebrates worldwide innovators aged 30 and under who use technology to address the global challenges posed by the United Nations‘ Sustainable Development Goals (SDGs). Pérez’s invention supports SDG 3 (Good Health and Well-being), SDG 11 (Sustainable Cities and Communities), and SDG 13 (Climate Action) by reducing harmful air pollutants and creating sustainable by-products.

The prizes for the 2025 edition will be announced during a ceremony livestreamed from Iceland on June 18, 2025.

Find more information about the invention’s impact, the technology, and the inventor’s story.

Mariana Pérez. Video and photo credit: European Patent Office.

In 1900, industry ran on coal. Today, business runs on data. Competitive advantage comes from having the data, but more importantly, knowing how to extract value from it. With the rise of AI, everything everywhere is getting disrupted, all at once. Those companies, governments and individuals who have the resources to deploy artificial intelligence are destined to out-compete the laggards.

One company that is finding rapid traction supporting international businesses, especially those in North America, is BI Consulting Lab, located in the residential Medellín suburb of Guarne, Colombia. The company’s offices are a beehive of activity, with data scientists, programmers, and client executives buzzing about. Company founder Brian Castaño Rendón made time for Loren Moss, the executive editor of Finance Colombia and Cognitive Business News to come by and learn more about the firm’s rapid progress.

Finance Colombia: So I’m here with Brian Castaño Rendón, a friend, a colleague, a former co-worker. I’ve known you for quite a few years now, probably seven or eight years. Cool to reunite with you here at your company headquarters in Guarne, which is a bedroom community outside of Medellín. And you’re doing some really interesting things. Tell me about your company. What’s your company called?

Brian Rendón: My company is called BI Consulting Lab. First of all, thank you for having me and for spending time with us.

Finance Colombia: Of course. So, what is BI Consulting Lab? I know it’s software-focused. I know it’s data-focused. But tell me in your own words what BI Consulting Lab does.

Brian Rendón: OK, so basically, what we are is a company that specializes in data and AI. And we use that technology to help businesses make better decisions. We do decision support. And we try to allow the executives and the managers of every company to have the tools to come up with the decisions and support those decisions. Hopefully, by implementing the right decisions, the productivity of the company will progress exponentially over time.

Finance Colombia: I think one of the things that happens when I think about the companies that I’ve worked in, small companies, large companies… A lot of times, the problem is not collecting the data or not having enough data, but not being able to extract the value out of their data. I think that what happens is we might have, I don’t know, let’s say a grocer who has two types of inventory. They have the actual products that they sell, but then they have their shelf space. And it’s easy to say, “How many bottles of ketchup did I sell today?” or “How many cans of tuna fish did I sell?” or something like that.

But then there’s another level to that. And that’s to say, “How do I optimize my inventory when it comes to real estate?” And I don’t mean real estate like buildings or shopping centers, but I mean the shelf space that they have, and how they might not know how it is going to affect sales if I move this product from one level on the shelf to another level. Or “How do I optimize the shelf space?”

One of the things that annoys me here in Colombia, I’m more of a Pepsi guy than a Coke guy, but I go into the store and Coca-Cola has like eight racks of just Coca-Cola. And there’s like two bottles -not two racks- there’s like two bottles of Pepsi. Now, they’re not doing that by accident. They must know something. I do know that Coke is more popular in Colombia than Pepsi, but maybe there’s more to it than that. Maybe the way that the stores optimize their space, they’re going to not just put things on the shelf because they want to, but they have to figure out what the optimum size is.

What are other use cases for where a company might want to call on you all and enlist your help, not just as software people, but as real consultants who can go in and analyze and look at what they’re doing?

Brian Rendón: Yeah, of course. So, to your point there, when you were talking about specifically the retail industry, we do have experience working with large retail stores, specifically in the US. We are working right now with Kroger Acosta, which is a supplier from Kroger. We help them analyze their space distribution, their shelf distribution, and what they call planograms.

Let’s take three steps back. And, what you said first, companies don’t have issues collecting data, not that much of an issue, all of them have spreadsheets. All of them have Excel. Most of them already have SQL databases and stuff like that. What they struggle with is extracting its value. And usually here in the data industry, we say that you usually need three things to be able to extract the value from the data, to convert the data into information, and the information into decisions.

You need three elements to converge: you need the business knowledge, you need the technical side that allows you to do the computations, and then you need the statistics. So you need the ability to concatenate these three elements, like in a Venn diagram. And at the center of it, you kind of have the formula for you to be able to extract information and convert it into decisions.

So, on the shelf space, just to take an example, in this case for Kroger, what we did was to create something called a space analysis tool. What we did for them was to help them get all of those hundreds of millions of records that they have on the different commodities and the different stores and the different departments and sub-commodities and divisions, and stuff like that, organizing it into a cohesive model. When we say modeling in data analytics, we mean the relationship between dimensions and transactions for a company, and how we can take a specific transaction and dimensionalize the transaction into when it happened, how it happened, and why it happened. So we create a cohesive model, take those hundreds of millions of transactions, and we try to put the values into perspective.

And if we alter this or that combination, we could, with probable cost, assume that we could get a better performance, or maybe we could have a worse performance if we do that. So, having the data and organizing it helps you to do those what-if analysis scenarios that allow you to make the right decisions or try to make the more probable right decisions, because this is a game of probability.

Finance Colombia: Crystal ball or something.

Brian Rendón: Crystal ball, exactly. Thank you. Yeah, so what we deal with here is probability. So if you do this, data-supported, it could probably go up; if you do this or that, the data tells us that it probably won’t go as well. And then we do a hypothesis, we test it on our models, and then we give you a possibility and a scenario that you could utilize in your decision-making. That’s an example of how businesses, specifically from the distribution company, the distribution and the retail company, can come to us and we can try to help them improve their decision making, for example, in their distribution or their shelf space in a specific market chain. But that applies to any industry.

That’s the cool thing about data, because data is omnipresent in all industries. There could be problems whether they capture it, all of it, or not, but they are constantly being generated at every time in every industry, in every division of any company. So what we try to do with that is to take it, analyze it, capitalize it, and utilize it in a way that the company can make decisions based on that. By improving their decision-making, they can improve their productivity.

“Companies don’t have issues collecting data…What they struggle with is extracting its value.”

Finance Colombia: I think one of the areas, I look at forecasting, and I think even to stay in the grocery sector, I remember I’ve been down here in Colombia for a long time now, but I remember right before I left and moved down here, a really interesting thing was happening in the US at Christmas season. And that was that, traditionally you have Christmas, and then right after Christmas, you have these big giant clearance sales to get rid of all the Christmas stuff and all the stuff left over from Christmas.

Well, in the later years, those were going away. And the reason… I mean, there’s always some sale, but it wasn’t because they had excess inventory, but because the forecasting got so scientific that they were able to put in all of these variables and economic indicators and all this stuff like that. And they were able to predict very, very accurately how much of whatever product they would sell. So by the time Christmas was over, they didn’t run out before Christmas, but there wasn’t an excess inventory after Christmas.

And I think about how these types of tools and disciplines that you all specialize in can be applied. Do you guys have any cases where you’re able to use your data expertise for predictive analysis, let’s say, or to be able to do forecasting for clients?

Brian Rendón: Yes, we do that all the time. Where we focus is on trying to understand the historical trends. And for that, machine learning is a pretty powerful tool to do that. So when a company has a lot of records and a lot of, let’s say, let’s think in a tabular way. So you have a table with your transactions, and those transactions have a lot of characteristic attributes. So you have the type of store, the type of commodity, three or four subdivisions, they have dates, they have comments, even, like plain text, string elements. And we can use all of that and put it into a deep learning algorithm, for example, an algorithm.

And we can try to understand what attributes are the most impactful about the transactions to discover patterns or clusters, or different elements that allow us to understand the data. And then what we do based on those algorithms is to take the most important elements for us to predict a consistent behavior from the historical data.

So we first allocate the important elements for us to do a calculation, and then we set up the calculation. And what we do then is do an 80% to 20% analysis. So you take 80% of the data to train a model, and 20% to test it. So when that 20% of the data, when the model gives you a performance, or I would say around 98%, 97% of accuracy, then you take that information that you got left, that the algorithm has never seen, you fit it to it. You already know the answers for each of those values. But you want to test how accurately they predict the right price for a specific day, for a specific week, maybe, or month. And you want to see how the prediction compares to the actuals.

And if you see that there is not much difference, you have a statistical base to say, “Okay, based on this statistical way that has proven 80% to 90% accuracy, let’s plan our inventories by that, and let’s keep testing it.” So we do a six-month, three-month, and a year forecast, and we even adjust the model to allow us to adjust the forecast as time goes on. Because as time goes on, the model has more data to be trained on, and has actual factual data that has happened with the respective attributes, and can infer the most important elements for the whole bunch of time you have on your data source. Or you can even segment it, segment it, and then try to find asynchronous spikes or stuff like that.

Finance Colombia: How far away, and I’m sure that there are so many other business use cases for what you guys do, but you guys also are very well-versed in AI, in building AI into your data solutions. How far away are we from, let’s suppose one of your clients says, “Okay, we have AI and we have all of this data, and can I just ask the software, hey, how much shelf space should I allocate to Seven Up?” In plain text, just like an AI, like a generative question, or is it still a lot more complex than that? Even though, yes, I know we can get the data, but how far away are we from being able to just say, “Should the Tide laundry detergent be on the third shelf or the second shelf?”

Brian Rendón: Yeah, so I would say on that one, we’re not that far, we’re rather close, but we need to figure out a couple of things. So let me go into that. So when you or your users use ChatGPT or Claude or DeepSeek, what they do is to enter a context in the context window, the chat window that you have, you start typing a problem or a comment or whatever, you give some instructions, you add some context, and based on the training that the model has given, he will answer you, right? That’s basically how it works.

The issue with doing that with corporate data is that, first, the corporate data is not that well-structured in most cases, so that’s the first thing. And then most of the models limit your ability to input information into the model. So the way it works is that you buy, for OpenAI, which is the most famous one of them all, you buy a subscription to them, right? You connect via an API, and you insert information that you want into the model so it can use it as context and then answer you. So each of those lines, each one of those syllables that you input is are token, and for those tokens, you are charged money.

So it becomes very inefficient when you want to process millions and millions of records, which will turn into billions of tokens, which you will have to pay for to get a single answer. So that is not an efficient solution right away. So, for example, what we do to try to improve that and make that process more efficient is we do the connection to the model, the LLM, the Large Language Model, even Anthropic or Claude or OpenAI, in this case, ChatGPT. We can connect to all of those models. We can connect to the open source, which Facebook is the powerhouse for that; we can connect to Llama. You can connect to all of those models or any of those models.

Brian Rendón: For you to make it efficient, you want to have like a small step in between. So what you want to do is you query your information directly via an API, so that the API provides you with the actual value. And then you use the LLM, ChatGPT, to generate a text-based answer. So it tells you in a normal English-speaking way the answer that you want to hear. But the processing, you push the processing not into the model, but into the SQL engine, or the database engine, or the data warehouse that you use.

And there are different ways for you to do that. There are also ways you can input multiple inputs into the model, so the model processes them and generates an answer.

But usually the most effective way for easy questions, for example, if  you are in finance, you say, “Okay, how many subscribers did we get last week?” You can go and check your database and do a query, and get an answer. But if you want to talk to an assistant, we can do that. We can connect your WhatsApp, for example, to an LLM that will connect to your database. And you ask that, that will go to do a query into your database and get an answer. And that answer will give you back your answer either by text or by speech, whatever you prefer. If you send a speech message, a voice message, it will answer you with another voice message. We can improve the voice using Flask, another model that is out there. So we can do that. And in that way, the LLM, the AI model, is not doing the processing of the information.

Finance Colombia: It’s just packaging it.

Brian Rendón: Exactly. It’s just doing the delivery nicely.

Finance Colombia: Like in networking, we used to call that the presentation layer.

Brian Rendón: Yeah, exactly. And that’s important because the way our LLMs work at the moment is that they get confused. When you give them a lot of information, like you overextend in your context window, the LLM model will start to hallucinate. What I mean by hallucinate is that it will start to give you a random answer that is not correct. And that’s because the model itself doesn’t know what answers are correct or not. They answer in a probabilistic way. And that’s precisely why you don’t want it to process millions of records of information, at least not at this stage. Because it can get confused. And you don’t want to take an answer from it, maybe a hallucinated one that is not accurate, and then you allocate some of your budget based on a not very accurate answer.

Finance Colombia: Exactly.

Brian Rendón: So, at the moment, at least, you try to push the processing with accurate models that we can easily do at the moment using APIs. And you query the information from the model. First, you need to have a very good data architecture, which that’s some other thing that we do. We help businesses to understand how to capture the information correctly, how to extract it, normalize it, and place it rationally into a data warehouse, Datamore, and different databases.

So that their transactional information is arrayed with their dimensional information, so that they can be combined in a way that is efficient and answers questions for you. So when you have a very robust and very good data architecture, it facilitates a lot the transition to implement AI models. Because when you have accurate information, and rather than accurate information, very well normalized and organized information in your company, that information can be easily queried.

And when you query that information, which is easily, again, queried, and you push the processing into a very powerful engine like SQL, for example, you get specific answers, so the right amount of answers that you want. And then you put it into the AI. And then the AI can just give you the packaging that you set, tell you the answer nicely, and it can perform a couple of other layers of analysis as well.

So you can ask it to give me a projection of sales for my next six months. So it pushes into the SQL engine a query for your actual revenue or whatever metric you are measuring for your last 18 months, and uses that as an input for it to calculate your following months. And it can give you a trend. It can give you a chart. It can give you a lot of things. And it is based on actual information that, with the right amount that it can process with a high degree of certainty that is accurate.

Again, we are still working on the probabilistic element. The different models right now, what I believe they’re doing based on the news that we hear, is to make more efficient what we have, to reduce the number of hallucinations, to make it have short-term reasoning and long-term reasoning, which is basically what we do. We come up with an easy answer, but then we reflect on that answer and maybe confirm the answer. Or in other words, change the answer.

Finance Colombia: Refine it.

Brian Rendón: Refine it, exactly. So if you see one for OpenAI, the ChatGPT model, that one usually gives you, when you ask it something, it starts reasoning. And you can visualize the questions that it is asking itself, and how it conceptualizes the question that you asked, and the possible answers, and try to refine it. It was way lower, like eight months ago, but it gives you more accurate answers nowadays.

Finance Colombia: What are the applications that companies can use that you’ve seen in your business, and with the kinds of companies that you’ve all been able to help? Where companies have engaged you to help them improve their customer experience. How can the work that you do translate into a better customer experience for companies? Do you have any examples of that?

Brian Rendón: Yeah, we have a couple of them. Usually, in the context of virtual engagement, for example, they have multiple challenges to be approached. And they are struggling to be able to answer, one person to answer in different channels, keep track of the different requirements, and answer them in ways that are more optimal with the whole context at every time.

So it’s hard for them to keep track of all their chats in WhatsApp, Instagram, and maybe others. So what we do for them is we create automations that connect up their context database. So we create a context database for them. And then we connect that context database to ChatGPT, for example, to OpenAI or other AI models. And those AI models get, we’d say we create a custom ChatGPT, trained for that specific business. And that way, whenever there is a person who comes, that triggers a reaction in our pipeline, that pushes the question or the comment from the social network as an input, and then sends it to the LLM that has already been trained with the context of the company. So they have the context on how to answer that question, or comments, based on whatever the company has at the moment. So it is very important, the connection, the connectivity with the databases of the company, at every turn. Even more so when you are trying to do a service on time, and live services and stuff like that. So we have a couple of restaurants with that. And we are discussing a solution for a stockbroker here in Colombia. They… I met him at the event that you held at the Marquee.

Finance Colombia: Oh, great. Last year. So, Finance Colombia events lead to business.

Brian Rendón: Exactly. Yes, it does. So he told me that time, “Look, I’m the CEO of the company. We are a very large stockbroker company. And whenever we have, let’s say, the dividends coming from Ecopetrol, it is a madhouse in my company because we have 13,000 customers calling at the same time trying to confirm that we are depositing their dividends, on how they went or how much it came, stuff like that.” And he told me, “I have 15 people at customer service and they get overwhelmed immediately with that type of information.”

So I thought at the moment a couple of ways to reduce that pressure from customers trying to get access to their data specifically. I asked him, “Okay, we could do dashboards for them, dashboarding and reporting, custom reporting for them that they will automatically get once the transaction comes with the usual context that they ask for, so that they already have it, and that way they get this incentivized to call because they already have the information and that could reduce the number.”

Another thing is to try to automate part of your customer service using these LLMs. There was a more recent solution that we proposed to him, because he said people want to talk to someone, to hear, and since we are advancing pretty fast in the speech element of the AI, the sounding is less robotic, it can be trained.

Finance Colombia: It’s getting pretty spooky. Yeah, it’s getting pretty impressive.

Brian Rendón: Yeah, it’s getting pretty impressive. Today we can connect to those models and train it into a Colombian, Argentinian, Cuban, Mexican, whatever type of accent that you want, it can be pretty realistic and can help you send automatic messages or answer calls if you need to and give the answer, the simple answers to people based on a couple of parameters. So you need to parametrize all of that.

Finance Colombia: You’ve been very generous with your time. Last question for you. So we’re here in Guarne. Guarne is kind of a bedroom community, a suburb. We’re probably about 20 or 30 minutes out from the city limits of Medellín. You’re Colombian. I realize that, but why does Colombia work for a business of this type? If we think about your clients that are in the US and other parts of the world, a lot of times, people think of IT, they think of a company being in India, or something like that. Why Colombia and why the Medellín metropolitan area for a tech company of this type?

Brian Rendón: Okay, so I’ve been working with you actually for a lot of years now in the BPO business, and understanding the relationship, the US relationships in terms of outsourcing and in general, and specifically for technology. I know that there are three major hubs for outsourcing technology services. So we have Latin America, we have India, and we have Eastern Europe, right? So, when you have Latin America, I would say two elements may differentiate us from the other two. First is the time zone. We have a very good time zone.

“I would say Medellín stands high as a digital nomad center. We have a lot of people coming from different places. The last time I checked a nomad list, I think it’s called Nomad List. We were ranked, I think, first or second in Latin America.” – Brian Rendón

Finance Colombia: We’re in the US Central Time right now, Texas, Chicago.

Brian Rendón: We have the same time zones as the US, so that’s a first element. And then due to our proximity to them, we are more culturally close to them than an Eastern European from Ukraine or Belarus, or Macedonia.

Finance Colombia: Very true.

Brian Rendón: Or also an Indian. Our accent is usually more familiar to them. Our way to speak to things that are relevant to both sides is also closer. So there are ties, cultural ties, that facilitate the communication. So I would say that that’s something that maybe can be impactful for a decision-making process for a US company to choose a Colombian or Medellin company over a Belarusian company. That could be some major points there. But the other element that I would say is that we have… specifically Medellín, which is particularly high-skilled in technology than other areas in Latin America in general.

I would say more than Lima, more than Monterrey or Guadalajara, more than maybe Montevideo. I would say Medellín stands high as a digital nomad center. We have a lot of people coming from different places. The last time I checked a nomad list, I think it’s called Nomad List. We were ranked, I think, first or second in Latin America. And in the world, here in Colombia, we were like third or fourth after Bali, Barcelona, maybe another one. So we have a lot of talent coming over here. We have a very friendly environment for development. We have cultural ties, like I described before, the ability to work in the same time zone, the cultural ties, and the high-skilled people.

So that, I think, makes a pretty good combination that differentiates us from the Indian and the Belarusian. Also, we are a bit more expensive than our other Eastern European and Indian counterparts. But I think the quality part, which is hard to quantify sometimes, but I would say in most cases, the quality part, which is the more humane part, like the easy to speak in a way that is more understandable for people, can be a very good point.

We are very, very present in most of the operations. And within the Latin American people, Colombia and specifically Medellín stand pretty, pretty high in the rankings of people. Wherever I go, there are half-Latin American teams. I usually see people from Colombia, and specifically from Medellín.

Finance Colombia: It’s kind of like the Silicon Valley of Latin America. It is, you know, access is easy. We’re probably half an hour from the airport right here. And then once you’re on a flight, it’s two hours to the US. And yeah, I think that, you know, you also have that Paisa entrepreneurial culture that you find specifically in this part of the country, maybe a little bit in the Coffee Axis down in Coffee Country: Manizales, Pereira, which is part of this region. It is, you know.

So Brian, what is, if people want to get in touch with you, if people want to get in touch with your company, what are your if you could remind us of the company name and, of course, your website, but any other channels of communication that would be convenient for you and potential collaborators or clients?

Brian Rendón: Of course. So, first of all, our webpage, again, is www.biconsultinglab.com. My corporate email is [email protected]. You can also find me on my LinkedIn profile with the same address, Brian Esteban Castano Rendon. When you go to our web page, you have a Contact Us page, and that will automatically help you to set up, to direct you to a landing page where you can set up a meeting, a 15 meeting with one of our sales representatives. So we can do a first assessment, a quick assessment on whether we could be a good match for whatever you need.

This one may be important for people to know. So, the way we classify a company that can be a potential customer for us, we don’t receive anyone, because our solutions could help anyone, but not all companies are prepared, or at the stage where our services can be of good value for them. So, we are pretty sincere from the get-go, and we tell them, “Okay, look, we want companies that already have some sort of infrastructure of data or have enough transactions that they think is necessary for them to start setting up a data infrastructure.” We can help them there, where you want to make sense of your data, we can help you there, and when you want to start automating and maybe do predictive analysis and try to incorporate AI into operation, we can help you there.

Either you know what you need, we say, okay, maybe you specifically need this. We both agree, we give you a quote, and then we start our payment process, and then we do an onboarding, and we start working together.

Or if you want to kind of implement the concept of what we sell, like getting the data, if you have to improve your decision-making, but you don’y know how to do that practically, what we do is we offer you a free diagnosis, we take around three hours to make with your top executives and department, head of departments. And it has to happen within a week. So, we take the three, maybe four hours, we sit down, we understand your business, we understand your applications, the integration within the application, how you extract information from them, what are the pain points that you have, each of the departments in general, and also each of the departments, what are your strategic goals?

And we try to combine all of that information to understand your current state and where you could be. Once we understand those two, we lay out a plan that says, okay, maybe from, coming from where you are to where you could be, we think that you could do this and this and this or that steps, and we can help you do those, for this amount of money. And we will send you a formal offer. We did a diagnosis that, again, is free. So, you get your diagnosis at the very least, you get a good sense, a better sense of where you are, and how you could eventually implement AI or data in your day-to-day operation. And if, maybe, if we see that we could be a good fit and you like our proposition, we start working together, we discuss the quotation, you pay us, and we do an onboarding session with you. And hopefully we can bring you value, we can start a long-term relationship, helping you do the transition from a business model that is not AI or data-centric into one that very, very much values their data assets and can monetize them along the way.

Finance Colombia: Impressive, you know, and it’s been impressive to see your success grow as a person, you know, I’ve known you for almost 10 years, but, you know, we’re here in your offices, and it’s full of people. I walked in today, and it’s just like a beehive, everybody’s on computers and having different calls and things like that. So people must realize these aren’t just a couple of guys with a laptop; this is an impressive operation here.

So I would encourage, of course, any kind of company that is looking to better utilize their data to support their corporate decisions, or not even just companies, but even organizations, government agencies, things like that, that you guys obviously, you have the advantages of being based here in suburban Medellín, Colombia, but are already serving clients in North America and throughout the world. So, I’m excited for you, I’m excited to watch you guys grow, and of course, we’ll continue to keep in touch, and I can’t wait to hear about future successes, so congratulations.

Brian Rendón: Thank you so much.

 

An Associated Press investigation has exposed how the US Drug Enforcement Administration (DEA), through corruption, negligence, and lack of oversight, enabled the most powerful smuggler in Colombia, Diego Marín Buitrago, also known as “Papá Pitufo” (Papa Smurf) to build and protect a criminal empire.

The investigation, based on interviews with current and former agents, as well as sensitive DEA’s documents, court records, and interviews with US and Colombian officials, reveal that Marín maintained his illegal operations for years, thanks in large part to his relationship with corrupt DEA agents such as José Irizarry.

In 2013, Irizarry signed Marín up as a confidential informant for the DEA. This designation, typically meant to aid criminal investigations, instead gave him protection from scrutiny. “Irizarry helped Marín expand his empire, the government records show, by steering undercover DEA wire transfers to his associates, providing safe passage for containers full of contraband and even seeking to throw off other federal agencies,” the AP investigation says.

Rather than targeting Marín, DEA agents under Irizarry’s influence actively diverted investigations away from his shipping containers and business dealings.

Irizarry (and other DEA agents) accepted gifts from Marín, including cash, Hublot watches, luxury cars, international trips and a $750,000 USD condo; all paid with laundered money. These revelations come from Justice Department records and audits obtained by the AP, showing a pattern of misconduct that went across borders and years.

A DEA’s operation, ironically named “White Wash”, was launched to dismantle Marín’s money laundering network, but instead, it became a cover for expanding it. The operation recovered only $1.3 million USD, while agents spent almost $900,000 USD. Some of the funds were used for yacht excursions and visits to strip clubs.

Rather than targeting Marín, DEA agents under Irizarry’s influence actively diverted investigations away from his shipping containers and business dealings. This effectively allowed his smuggling routes to remain untouched by law enforcement.

The investigation highlights how the DEA’s internal controls failed to catch or stop this misconduct for years. The Attorney General Exempt Operation (AGEO), a legal mechanism that allows DEA agents to conduct sting operations involving money laundering, is a powerful but poorly monitored tool, that created opportunities for corruption in cases like this one.

In 2016, Irizarry tried to block authorities in Colombia from seizing a container of Marín’s with contraband goods. According to the AP, he falsely told US customs officials the shipment was part of an undercover DEA operation and soon after the US ambassador to Colombia kicked him out of the country. Irizarry eventually pleaded guilty and was sentenced to over 12 years in prison in 2020. However, he maintains that he was not acting alone. Until now, no other DEA agents involved in the case have faced criminal charges, but over a dozen have been investigated internally or disciplined. “The indictment paints a picture of me, the corrupt agent that did this entire scheme. But it doesn’t talk about the rest of DEA. I wasn’t the mastermind,” Irizarry told the AP.

Reinforcing Marín’s influence, Colombian news program Noticias Caracol reported in March that Colonel Mario Durán—former head of Interpol in Colombia—was forced to leave the National Police in 2024 due to his involvement in the investigation of Marín. Durán claimed that the investigative team he led was dismantled under pressure from his network. “I had the merits and moral conviction to continue serving my country,” he told Caracol, suggesting that his dismissal was no coincidence, as it occurred just as the investigation was nearing a breakthrough.

Marín’s case has dominated Colombia’s political agenda in recent months after the appearance of allegations linking him to Petro’s 2022 presidential campaign. He was arrested in December 2024 in Portugal, where he is now under preventive detention awaiting for extradition. He applied for asylum to avoid extradition.

“The extradition of the defendant [Diego Marín] and the possible refusal of his international protection by the Portuguese State is equivalent to a death penalty, although there is no accusation against him by Colombia for committing any crime in that territory”, his lawyer Vítor Parente Ribeiro states—with arguments that are difficult to sustain—, as reported by local broadcasting network RTP last February.

Headline Photo: Diego Marín Buitrago, aka “Papá Pitufo” (Photo: National Police)