Board Biography
Aaron Cardelino is a business development director and commercial operator with 17+ years of on-the-ground experience building markets, distribution networks, and revenue infrastructure across the Caribbean and Latin America. He currently serves as Senior Business Development Manager at Generac Power Systems, where he leads market creation, channel development, and full ecosystem execution across 20+ countries in the region.
Prior to Generac, Aaron 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 — growing the business 10x and leading a successful exit. He also served as Latin America Sales Representative for Rubi Tools, where he built the company's distribution infrastructure across the region from the ground up, including a landmark supply agreement for the Panama Canal expansion project.
Aaron holds a BBA from Babson College and completed the Goldman Sachs 10,000 Small Businesses program at Babson in 2022 — a highly selective program for high-growth business owners. He is bilingual in English and Spanish and has deep familiarity with Caribbean regulatory environments, including DACO compliance in Puerto Rico and multi-jurisdiction distribution management.
He is actively exploring board and advisory roles with companies that have Caribbean, Latin American, or energy sector exposure — particularly where operational depth in emerging markets, distribution expertise, or founder-level commercial judgment would add value to the governance function.
What I Bring to a Board
Board value is most useful when it fills a gap that the existing board cannot fill from within. Here is the specific gap I fill:
Caribbean & LAC Operational Depth
Most boards have members who have invested in or studied the Caribbean and Latin America. I have operated inside these markets for 17+ years — managing distributors, navigating regulatory environments, and building commercial infrastructure that generates real revenue. I know what the investor deck doesn't show.
P&L Ownership & Founder Perspective
I have owned the full P&L as a founder and CEO. I understand the decisions that don't show up in a board presentation — the cash flow timing, the hiring trade-offs, the channel conflicts, the moments where the right answer is counterintuitive. That perspective is rare at the board level and valuable in governance.
Energy & Distribution Sector Expertise
I have spent the last decade at the intersection of energy resilience, power systems, and distribution channel management. I understand the technology trends, the regulatory shifts, and the commercial dynamics shaping the energy sector in emerging markets — a perspective that is increasingly relevant to boards across industries.
Active Regional Relationships
The relationships I bring to a board are not historical. They are active, current, and built on years of consistent follow-through with distributors, dealers, government bodies, and commercial partners across 20+ countries. In markets where trust is the primary currency, this is a board asset that cannot be replicated from a CV.
Board Competency Matrix
Board Types I'm Best Suited For
My profile is most valuable to boards where the following conditions apply:
"The most valuable board member is not the one who has the most impressive title — it's the one who has done the work that management is currently trying to do, in the markets they're trying to do it in."