My Story
I'm a business development and market expansion executive with a track record of building things that last — markets, channels, teams, and businesses that generate real, sustainable revenue.
Over the past 17+ years, I've operated across energy, industrial services, consumer businesses, and international markets — always at the intersection of strategy and execution. I don't build presentations. I build pipelines, channel networks, and market positions that generate real revenue.
Most recently, I founded and scaled WASFO Laundry & Dry Cleaning Services from a distressed single-location operation into a technology-enabled, multi-site business serving thousands of residential customers and dozens of commercial accounts. After growing it 10x from its original state and building a 30+ person team, I successfully sold the company in a six-figure exit — a chapter I am proud of and that fundamentally shaped how I think about building businesses.
Today, I'm back where I do my best work: building markets in the Caribbean and Latin America for Generac Power Systems, now as Senior Business Development Manager. I’m responsible for market creation, channel development, and full ecosystem execution across the Caribbean and Latin America — positioning Generac not just as a generator company, but as the leading energy resilience brand in the region.
I'm fluent in English and Spanish, deeply familiar with Caribbean market dynamics, and I operate with an owner's mentality: focused on closing gaps, not just identifying them.
"I don't just enter markets — I build them. The difference is the ecosystem: the channel infrastructure, the service network, the compliance framework, the pricing architecture — all the pieces that need to be in place for an opportunity to become a sustainable business."
Recognition & Press
Aaron's entrepreneurial journey and professional achievements have been featured in regional and national media, and recognized by the South Florida business community.
Selected and completed this highly competitive program for high-growth small business owners. Applied the frameworks directly to WASFO's expansion strategy and successful six-figure exit.
How I Operate
I operate with an owner's mentality — not because I'm always the owner, but because I've been the owner, and that experience changes how you see every problem and every opportunity. When I look at a market, I see the full ecosystem: the distribution channels, the service infrastructure, the regulatory environment, the competitive dynamics, the customer relationships. I build all of it, not just the part that shows up in a sales report.
I am fluent in both English and Spanish, and I have spent years building deep relationships across the Caribbean and Latin America — markets where trust travels faster than marketing and reputation is everything. The relationships I have built in this region are not transactional. They are built on consistency, follow-through, and genuine investment in the success of the people I work with.
I don't report the obstacle — I come back with a path around it. In 17+ years across 20+ countries, I have never left a problem on the table.
"No" in emerging markets usually means "not yet" or "not like that." I treat it as information, not a verdict. I stay in the conversation until I find the angle that works.
When a market doesn't respond to the standard playbook, I rebuild the playbook. I've turned regulatory complexity into competitive moats that competitors couldn't replicate.
I measure myself by revenue generated, markets opened, and channels built — not by calls made or decks presented. Every action is connected to a specific commercial outcome.
Board & Advisory Positioning
I am actively exploring board and advisory roles with companies that have Caribbean, Latin American, or energy sector exposure. My value to a board is specific: I bring 17+ years of on-the-ground operational experience in markets that most board members have only seen in an investor deck. I understand the distribution dynamics, the regulatory environment, the cultural nuances, and the relationship networks that determine whether a strategy actually executes in the region.
I have P&L ownership experience as a founder and CEO, which means I understand the full business — not just the commercial side. I have led teams of 30+ direct reports, managed eight-figure pipelines, and built market infrastructure from scratch in markets where none existed. That combination of operational depth and regional expertise is rare at the board level.
If you are building or refreshing a board and are looking for someone with this profile, I welcome the conversation. You can view my full board positioning at my Board Profile page.
What I'm Open To
I'm particularly interested in conversations with: