IESA arrived in Panama 10 years ago, why was the country chosen as a point to expand the academic offer of the University? We have always thought Panama is “the door” of Central America and after having made our analysis of the region, we concluded Panama is a place with great opportunity and potentiality. The decision to establish the University in the City of Knowledge campus was, in a way, a fortunate coincidence. We found that it has everything: not only is it very akin to us in terms of objectives, but it also offers us many benefits in terms of physical space, technology, visas: a community of organizations with which we link to. I doubt there are many locations in Latin America with so many attractions for a business school or for any organization working in the field of knowledge development. Lessons from the past 10 years? The decision to come here was good, yet we found that processes are somewhat slow. The fact that our countries have so many things in common, such as language and idiosyncrasy, does not mean that establishing a school Panama is the same as doing it in another region of the same country, as we did in Venezuela. Along the way, we have had to learn the specificities of Panama as a country. How would you define the added value that IESA brings to the local academic offer and if I had to highlight something of it, what would it be? We are a business school with four international accreditations and offer a very up-to-date curriculum. I believe that one of the things that we contribute to the educational community in Panama is that our management curriculum is of the state of the art of business schools. In addition, we have a lot of experience in the public sector. Although our master’s programs are oriented, to a large extent, towards the private sector, we have extensive expertise in issues relevant to the management of public affairs that people in the private business area should understand. In Panama, we offered two versions of very successful public academic management programs, with which we made an important contribution at the local level: in being able to design a good curriculum for career officers. Our plans next year include evaluating offering these programs once more. What type of training is the local market asking for? In general, in our experience, the Panamanian public is very interested in subjects that help organizations to have internal harmony: such as teamwork skills, coaching, etc. Contrary to what we originally thought, Panama being a banking hub, we believed that there would be a lot of demand of financial issues linked to banking, but that has not necessarily been the case. Our clients from that sector, rather than looking for conventional academic programs in traditional finance, tend to look for training in how to create high-performance teams, teams that are well integrated, that can better handle uncertainty and think more strategically, that can think outside the box. Is this one of the specificities of the Panamanian market that you mentioned before? We’ve identified two large “blocks” of demand. A very specialized one, by which one usually understands Master’s in marketing, finance, organizational development, finance, etc.; however, we have found that large companies demand academic programs very similar to those Panamanians look for. Organizations today are concerned about getting people to work harmoniously and make the different departments establish bridges to better understand each other and facilitate changes. In the end, this surely impacts competitiveness. Whatever makes internal communication flow better, ends up benefiting the whole organization in many ways. What is the ideal portrait of an IESA graduate in Panama? For me, the ideal graduate is a person who understands “the great dilemmas,” who is able to seek help within the organization to get answer to these dilemmas. We do not believe so much in specialists -although they are needed, I think we need more people capable of getting things moving within the organization and able to look for solutions.