Jose Burgos, CEO of Fresh People, has been our first guest on El Periscopio. Our CEO, Pol Fantoba, had a sincere and inspiring conversation with this expert in human relationships, focusing on people management in innovative companies.
"When a company sees team and people management as part of the business, it makes a difference. People management is not something outdated or boring; it's something very fun and the key to the success of any project."
What innovation does Fresh bring to the world of talent management?
Regarding innovation, Jose explains that they don't have a super complex approach; they've simply found a different positioning in the world of talent management. Fresh has made people management a core value of their business, understanding this area from a strategic and growth-oriented perspective and giving it the same care as other business areas.
What experience does Fresh offer?
According to Jose, working with Fresh should feel like going to a party, where learning doesn't conflict with enjoyment and having fun.
How has design transformed your organization?
Understandingthe potential of service design to deliver value to clients in a scalable way, as well as learning to package these services, has changed their lives and has been the key factor in growing their business model.
Being able to design service experiences has transformed the daily operations of the organization. Thanks to this, they clearly understand what is process and what is value, and it has also allowed them to evolve as the business has grown.
What keeps you up at night these days?
In a growth context like the one they're in now, his biggest concern is continuing to treat clients with the same care and enthusiasm as in the beginning, without the team suffering more than necessary in a growth process, ensuring healthy and positive growth.
In a growth process, you need a very clear cost structure to maintain the desired level of quality. For example, at Fresh, "a person shouldn't handle more than 6-7 projects" to avoid sacrificing the level of quality that has led to their success.
What is your biggest challenge today?
Inrecent weeks, his biggest challenge has been sharing context, which means always explaining the "why" behind everything they're doing. At Fresh, people already have talent and strengths, and management tends to assume things are obvious when they're not.
It's important to strategically share context across all levels of the company so that everyone has access to this information, creating new spaces for accessing this knowledge. This helps people understand much more than just the daily tasks and challenges.
According to Jose, "we delegate tasks, challenges, projects, but we don't delegate context. If you can delegate context, you're helping people connect with the purpose and generate the impact and value that needs to be delivered to partners or clients."
How do you connect with positive energy?
Joseexplains his three basic pillars for connecting with positive energy:
1) Curiosity to discover what makes each person he works with exceptional. Knowing each person's unique strength allows him to value and trust them.
2) Hiring people much better than himself. "I have people on the team who I would have paid to be my bosses," Jose comments.
3) Understanding that he's here to learn. And not just at work, but in life in general.
"At Fresh, we celebrate everything because there's always something to celebrate, from new and old clients to the evolution and growth of the people who are part of the project."
What are you personally proud of?
Jose acknowledges that, as a company, their main achievement is never thinking that any client was too small or unimportant. On the other hand, he adds that one of the best decisions he's made was partnering with Paula, as "choosing a good travel companion is one of the key factors for the success of the project".
What are you less proud of?
Being self-critical, Jose admits to having learned to be less impulsive, managing some situations better. He also regrets not having learned to design services strategically earlier, as this has been the growth lever for his company.
Where do you see yourself in 5 years?
In 5 years, Jose hopes to see himself leading a company that's a reference in service as a software, a company that understands the value of service but relies on software to achieve its goals.
In a few years, Jose wants to have transitioned from being a B2B to a P2P (People to People) reference in the market, supported by software to develop its services.
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