Venevision Transformation
A work plan to build a future-ready Venevision and drive commercial impact: structured, modern processes; technology used the right way across the company; more productive teams; and measurement that lets us make decisions, scale, predict and improve the business.
A Venevision prepared for the future
The progress made with the CRM and measurement has built an important foundation, and the operation now needs to keep pace with it. This plan builds on it to strengthen how the business operates every day, across five dimensions.
Strategy
Stronger commercial strategies with the Digital and TV sales teams, for more and better commercial outcomes.
Processes
Structured, modern processes with clear ownership from the first contact to the final collection.
Technology
Technology used the right way across the company, supporting the process instead of working around it.
Teams
More productive teams, with clear responsibilities and the information they need to do their work.
Measurement
Measurement that lets us make decisions, scale, predict and improve the business.
From technology foundation to operating improvement
The next value layer goes deeper into commercial processes, responsibilities, financial coordination, management visibility and execution. Six work areas define where that work can begin. Together they cover the full revenue cycle.
Six work areas across the revenue cycle
Each area addresses a specific part of how Venevision sells, contracts, bills and collects. Together they cover the full revenue cycle.
01Preventa
Venevision's sales presentations do not yet have a differentiating driver: there is no presentation that creates a real "wow" effect for attendees, and no value proposition that clearly sets Venevision apart from the competition.
Work with Sales and Marketing to build a differentiated value proposition and a new Preventa presentation that uses artificial intelligence, live chatbots and technology to surprise prospective clients.
The objective is to win attention and differentiate Venevision's commercial proposal before the sale is made.
02Commercial Operations
From contract creation to collection, the commercial operation has key room for improvement in productivity, team alignment, structures and processes, transmission orders, automation and the use of technology. No one is currently responsible for driving these improvements: teams and directors are fully absorbed by day-to-day operations.
Own the improvement of the end-to-end commercial process, from negotiation through contracting, transmission, billing and collection.
The objective is clearer ownership, stronger handoffs and greater visibility across the full revenue cycle.
03Digital Commercialization
Venevision's digital potential, including its accounts, social media reach and digital assets, is not yet commercialized through a clear structure or strategy. Digital is not connected to the Sales team, and there is no digital sale as such.
Support the company and its leadership in structuring the digital offer and its commercial proposals, training the new digital teams and connecting digital with Sales: how digital solutions are structured, presented and sold.
The objective is for digital to become a real, measurable source of revenue for Venevision.
04Performance & Commissions
Sales executives do not have a clear way to measure their performance. Targets are not clearly defined, and executives cannot see how they are progressing against them.
Work with HR and Sales to define targets and measure them in real time, through a transparent framework for commercial performance and commissions. Executives should understand:
- How their performance is measured.
- What behaviors and results the company wants to incentivize.
- How those results translate into compensation.
The objective is to drive performance, motivate and measure the sales team, with Sales, Finance and Human Resources aligned.
05Contracts → Transmission Orders
Contract numbers are assigned manually and at random, with no automatic assignment. Contracts can take weeks or even months to be signed, which stalls transmission orders. The whole chain is unstructured and manual, depends on a single person, and has no documented process and no technology to send contracts or orders digitally.
Standardize the operating relationship between contracts and transmission orders. This means defining:
- Responsibilities.
- Contract identifiers.
- How contracts connect to transmission orders.
- Customer communication.
- System traceability.
- CRM and Phoenix connections.
The principle is straightforward: standardize the operating process before automating it further.
06Finance, Billing & Revenue Cycle
Billing and collections run on fully manual, undocumented processes. The team has no reliable view of which clients need to be invoiced, and there is no useful dashboard or documented process to confirm whether an invoice has been collected, forecast cash flow or understand the billing specifics of the business.
Structure and document the operating processes surrounding:
- Billing.
- Accounts receivable.
- Collections.
- Expected cash flow.
- Commercial-to-finance handoffs.
- Management visibility and dashboards.
The objective is greater efficiency, better forecasting and clearer accountability across the revenue cycle.
One connected chain
Every stage of the revenue cycle depends on the one before it. A late contract delays the transmission order, which delays the invoice and, in the end, the cash. Improving one step is not enough: the full cycle has to be optimized as one process.
From plan to action
Three steps to turn this plan into a coordinated start, beginning with the most time-sensitive opportunity of the commercial year.
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1
Working session with Juan Carlos Sosa
ImmediateReview each work area in depth, expand its scope and set clear priorities and sequencing for the work ahead in 2027.
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2
Preventa sprint and visit to Venezuela
December 2026 · Time-sensitivePreventa is around the corner, and it is one of the most important moments of Venevision's commercial year. There is a clear opportunity to strengthen the presentation, sharpen the strategy and angles, and set Venevision apart from the competition. Acting quickly here is key.
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3
Leadership presentation
December 2026 · During the visitPresent the plan and the transformation ahead to Venevision's leadership team, and formally introduce the new role. The goal is a shift in mindset: one connected team pointing in the same direction, backed by technology, experience and hands-on support. A positive before and after in how Venevision works.
Venevision
Transformation
Stronger commercial strategy. Structured processes. Technology used well. More productive teams. Measurement that drives decisions.