The Right Fit
Three things that define every institution we work with.
Not every cooperative is the right client for this work. Revealing your institutional power — and acting on it — requires a specific combination of scale, urgency, and leadership readiness. These are the markers.
Institutional scale: 700+ employees, $300M+ in assets
This is the tier where organizational complexity justifies structured transformation engagement. Institutions at this scale have multi-layer management, regulatory reporting requirements, and governance structures that require disciplined methodology — not ad hoc consulting. Below this threshold, the investment does not match the return. Above it, the cost of not acting is measurable and accelerating.
Active pressure: regulatory, competitive, or financial
The institutions we work with are not exploring transformation as a theoretical exercise. They are managing a SEPS compliance citation, a morosidad trend their board cannot explain, a governance gap flagged by their regulator, or a digital competitive threat that is visible in membership data. The urgency is real and named.
Leadership readiness: a CEO or Consejo President willing to hear uncomfortable findings
The Institutional Power Map surfaces what your institution already has — and what is blocking you from using it. This requires a CEO or Consejo President who is willing to hear direct findings, act on them, and stay engaged through implementation. Institutions looking for a validation exercise will not get it from us.
Institution Types
The cooperative financial sector, precisely defined.
Cajas de Ahorro y Crédito & Cooperativas de Ahorro y Crédito
This is the core of SendoAgil's work. Cajas and Cooperativas — whether regulated as SOCAPs in Mexico, COOPACs in Peru, Segmento 1 entities in Ecuador, CACs in Colombia, or Cooperativas de Ahorro y Crédito in Costa Rica — share a structural profile: democratic governance, member-first capital model, regulatory supervision converging toward Basel standards, and the full weight of all eight structural threats.
What we address in these institutions
Credit Unions — WOCCU-Affiliated & US-Based with LatAm Operations
US-based credit unions with Latin American member populations, WOCCU-affiliated institutions engaged in regional development programs, and Credit Unions operating in dual-market environments. The governance and talent challenges are structurally similar to the cooperative model — the regulatory overlay differs by jurisdiction, but the execution gap is the same.
Regulated Microfinance Institutions & Development Banks
Mibanco, Banco Pichincha, Banco Nacional de Costa Rica, Banregio — financial institutions serving underserved and financial-inclusion populations whose transformation challenges overlap significantly with the cooperative sector. Asset quality management, talent development, and digital capability building apply directly. Governance structure differs from the democratic cooperative model.
Sector federations — FENACREP (Peru), COLAC, Confecoop (Colombia), COMACREP (Mexico), Financoop (Ecuador), WOCCU — engaged as entry levers and thought leadership partners, not as primary consulting clients. DGRV's technical cooperation programs represent a channel for reaching member institutions across the region.
The Leadership We Work With
Three roles. One conversation.
Transformation in cooperative financial institutions lives or dies at the intersection of three roles. Every SendoAgil engagement is structured to engage all three — because change mandated by only one of them does not hold.
Executive Leadership
The CEO / Gerente General
—Managing simultaneous regulatory pressure, digital investment decisions, and a board that does not always have the technical context to approve the right things quickly
—Executing a transformation agenda with a management team that was built for a different era of the institution
—Building the case for investment in governance, talent, and technology to a Consejo focused on member returns and short-term risk management
—Identifying which of the eight structural threats to address first given constrained resources and a 12–18 month window
Board Governance
The Consejo de Administración / Board President
—Meeting idoneity and fitness-and-propriety requirements being imposed by regulators without compromising the democratic governance model
—Understanding whether the institution's strategic plan is adequate for the transformation scale required
—Knowing how to ask the right governance questions without micromanaging — and how to hold the Gerente General accountable rigorously and supportively
—Preparing the board for what a regulator intervention looks like — and what governance evidence is required to prevent one
Operations & Risk
The CFO / CRO / Director of Operations
—Building NIIF 9 ECL modeling capability with a team not trained for quantitative risk analysis
—Implementing AML/CFT systems under regulatory timeline pressure while managing core banking infrastructure that predates the compliance requirement
—Translating portfolio quality deterioration data into a board-level governance conversation
—Identifying where the revenue model is structurally exposed and what a product diversification roadmap requires
The right first step is 10 minutes.
Take the Readiness Check first — see where your institutional power is strongest before we talk.
Ten questions. Scored against the eight structural threats. You receive an institutional score and a prioritized summary of your highest-urgency gaps — before any conversation with us. It takes 10 minutes. It is free.
Honest About Fit
We are the right partner for some institutions. Not all.
The SendoAgil engagement model is built for institutions that are ready to act — not institutions that want to understand their situation better without changing anything. The diagnostic surfaces uncomfortable findings. The transformation work requires sustained leadership commitment. If that is not where your institution is, the timing is wrong.
We would rather tell you that now than complete an engagement that produces a report that sits on a shelf. The cooperative sector does not need more reports. It needs institutions that execute.
Right fit
Not a fit — right now
Trusted by financial institutions across Latin America
Eric was the leader of the effort — skillfully connecting with executives, exposing voids, holding up the mirror, speaking truth, and professionally holding leaders accountable in their transformation.
Russ Schoenke — Founder & Principal, Flow Forge System
Where We Operate
Six priority markets. 42–68 institutions in the core target universe.
| Country | Est. Target Institutions (700+ staff) | Total Sector Assets | Key Urgency Driver | Priority |
|---|---|---|---|---|
| Ecuador | 12–18 | USD $26.9B | SEPS 100% coverage mandate, 64 COSEDE citations, morosidad adjusted 17.62% | ★★★★★ |
| Mexico | 8–12 | USD $14.4B | CNBV April 2024 reforms, Open Finance API mandate for 2,200+ entities, AML fines +60% | ★★★★★ |
| Costa Rica | 4–7 | USD $7.5B | Post-Coopeservidores governance urgency, Encaje Mínimo Legal phasing to 15% by 2028 | ★★★★★ |
| Colombia | 8–12 | USD $6.1B | Decreto 1544 de 2024 prudential regime, Basel convergence, 171 CACs under new rules | ★★★★☆ |
| Peru | 5–8 | USD $3.3B | SBS dissolved 32+ cooperatives, compliance deadlines extended to 2031, Nivel 2B ROE -12.2% | ★★★★☆ |
| Chile & Central America | 5–10 | USD $8.8B combined | Open Finance mandate Chile 2028, El Salvador 337 cooperatives newly supervised, MICOOPE modernization | ★★★☆☆ |
Source: DGRV Datos y Ranking de CAC en América Latina 2025 · SBS Peru · SEPS Ecuador · SUGEF Costa Rica · Banco de la República Colombia