The entrepreneurial gene is part of Guibert Englebienne's DNA from birth. At the age of 12, he began programming and creating all kinds of products, from video games to technological solutions for the home. Before co-founding Globant (at 36 years old), Guibert had already been involved in the development of six different companies, learning from both successes and failures.

Over the years, in 2002 (at the height of the economic and political crisis in Argentina) Englebienne began to materialize the idea he had together with three friends (Martín Migoya, Martín Gonzalo Umaran and Néstor Nocetti): to develop an engineering company software and information technology. Finally Globant was founded in 2003 and today it has 50 customer development and management centers throughout 35 cities in 16 countries and employs more than 16,250 professionals.

It has been listed on the New York Stock Exchange since 2014. In July 2020, its capitalization reached US$ 6.5 billion. It went from an initial investment of US$ 5,000, to more than US$ 814 million in income in 2020. Today it is valued at US$ 7,676 million.

Currently, Englebienne is president of Globant for Latin America and of the Globant X and Globant Ventures divisions. He is responsible for analyzing and developing new business models that drive the company into the future, incorporating the latest trends in technology to provide global solutions.

He is, in turn, president of Endeavor Argentina, whose main objective is to ignite the entrepreneurial spirit in the new generation. But the path was not easy. In an interview with AméricaEconomía, he talks about the difficulties, challenges and main characteristics of the Argentine entrepreneur.

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- I imagine that along the way you will have some anecdote that reflects the spirit of the Argentine entrepreneur.

-I have many, but there is one that is my favorite. In 2014 the window opens for us to be able to make the IPO (initial public offering). The most important thing for an Argentine that year was the Soccer World Cup. I had bought the tickets to see the game between Argentina and Belgium, in Brasilia. With one of my partners we plan to watch the game and then go to New York to start the roadshow. We got on an Aerolíneas Argentinas plane with all the fans, so we started singing from the moment we boarded.

The game was on Saturday and the tour began on Monday. But we had done something that broke all the molds and formalities. During the roadshows the entrepreneurs meet with various people. We had 90 meetings in two weeks. But there are many investors who don't get to meet the founders and that's why they are shown a video. Then an analyst makes a recommendation and the investor decides whether or not to invest. Coming from so far and having a company so based on the intangible, we wanted to transmit that vibration that is felt when working at Globant. That is why we made a video with a lot of music, a lot of color, with people working and on top of those images we told the story of our company trying to convince the investor.

When the bankers saw that video, they told us it was useless. And they showed us what typical roadshow videos were like. I remember that there was a person with a tie recounting a PowerPoint, very boring. The Sunday that we arrived in New York, the organizers had set up a studio for a new filming at JP Morgan. I wanted to create a video similar to the ones they used to show. We didn't want to do it and since we were a little hoarse from the game it occurred to us to use it as an excuse. We told them we couldn't redo the video because we couldn't talk. And we ended up going on the roadshow with ours. Our plan worked. The video was a hit, it generated a very good impact.

The interesting thing in that roadwhow was discovering that Mercado Libre had already paved the way, generating a very important credibility story. Later, the same thing was told to us by the founders of Despegar about the experience that investors had with us.