Ask a product manager at most companies what their week looks like, and you'll hear about roadmaps and sprint planning. Ask a product manager at Belvo, and you'll get a different answer: sales calls, regulatory filings, a cost calculation for a client renewal, and a strategy session with the CEO, sometimes all in the same day.
Belvo is Latin America's leading open finance platform, operating across Brazil and Mexico. Our product covers Open Finance and employment data, and payments, plus the AI layer that sits on top, for both Mexico and Brazil. Because the business is so horizontal, being a PM here means owning a slice of nearly everything: sales, customer success, engineering, and regulation included.
We talked to three of our product managers, Kevin Nakabashi, Senior Product Manager in Brazil, Andrés Alanís, Senior Product Manager in Mexico, and Daniel Bañuelos, Group Product Manager focused on Payments in Mexico, about what the role actually looks like.
AN UNUSUAL REPORTING LINE
At most companies, product sits several layers removed from the CEO. At Belvo, product and engineering report directly to Uri Tintoré, our co-founder and co-CEO, who splits his time between running the company alongside Pablo Viguera and staying close to what the team is building. That structure keeps decisions fast and puts PMs in direct conversation with the top of the company.
A WEEK THAT TOUCHES EVERY PART OF THE BUSINESS
Being a PM at Belvo means the job doesn't stop at product and engineering. Collaboration across teams is baked into the role, not an occasional ask, and for Kevin, that's one of the things that makes it interesting.
"I don't see it as stepping outside my role. Sales, CS, engineering, they're all part of how a good product gets built here, so being close to them just makes me better at my job." - Kevin Nakabashi
Customer success takes up just as much space: strategies to retain clients, gaps clients have noticed in the product, and pricing questions Kevin often resolves himself. "I go there, do some calculations for them, as I know the cost of the product, to see whether it makes sense or not," he says.
Andrés, who is a product lead in Mexico, describes a similar rhythm split roughly into thirds: customer calls, working with engineers, and longer-term roadmap thinking. "I spend a lot of time with customers, and I really love it," he says. "That close contact gives me a very direct understanding of their needs and the problems we need to solve." When something in the product breaks, that balance shifts fast. "When something is down, the entire week becomes customer-facing," he says.
Daniel, who focuses on Payments in Mexico, puts it simply: no two weeks look the same, and that's exactly what he likes about it. "From working with Engineering, Sales, Marketing, Ops, Legal, every day presents new challenges," he says. His days move constantly between the small details and the bigger bets, and he's found that leaning on AI tools helps him keep pace with the volume without losing depth on either end.
STRATEGY, EXECUTION, AND THE REGULATOR
Kevin's team builds Belvo's annual strategy each year, then breaks it into execution tracks with clear owners, running alongside new launches, maintenance, and regulatory obligations that don't pause for any of it.
That last piece is bigger than most people expect. Kevin represents Belvo as a director at the Central Bank of Brazil (BACEN), signing and validating official reports on the company's behalf. The role extends to clients running on Belvo's infrastructure too: if a client faces a compliance issue tied to Belvo's rails, Belvo steps in to help resolve and report it alongside them.
Recently, he has also been selected as the director of INIT (Brazilian Association of Payment Transaction Initiators), for the 2026 - 2028 term. The election comes shortly after Init secured a seat on Open Finance's governance council, the framework's definitive governance structure.
For Daniel, what drew him to Belvo was the combination: a clear vision, a product with real depth, and a team he actually wanted to work with. In payments, most of what the team builds is about helping people get paid and pay, in a market where that's still often hard, expensive, or manual.
"When we make a collection flow work better, or fix something so a charge shows up correctly on someone's bank statement, that's financial inclusion in a very concrete form," - Daniel Bañuelos
THE HARDEST PART, AND THE BEST PART
Ask Kevin what's hardest about the job, and the answer is scope: regulatory work, strategy, execution, clients, and sales all happening at once. What keeps him at Belvo three-plus years in is the other side of that same coin: real autonomy. "I set the pace I want, I have the autonomy I want," Kevin says.
Belvo has a lean team, but a concentrated one, made up of people he considers sharp and thoughtful, which means the conversations stay substantive. And this is one of the things he values most about working here. New ideas get a real hearing, not a rubber stamp and not a dismissal. When something gets turned down, there's always a reason attached to it, and Kevin says the company is open to new ideas but mature enough to say "not right now" when that's the honest answer.
Andrés' answer to the same question, the hardest part of the job, points somewhere similar: balancing the fires in front of him with the work that matters six months out. "The biggest challenge is balancing what's urgent today with what matters six months from now," he says. "In a market moving this fast, you have to keep supporting customers in the moment without losing sight of the bigger things you're building toward."
Daniel points to a different kind of moment as the clearest example of the culture in action: a week-long war room. A small group met every day, worked through the data, built filters, ran cycles, and handled an incident in the middle of it all. What stuck with him wasn't the fix itself, it was how the team showed up: humble, direct, no finger-pointing, everyone owning their piece. "The bar was high and nobody flinched," he says.
SIZE OF A SMALL COMPANY, STABILITY OF SOMETHING BIGGER
Andrés joined Belvo after a career spanning early-stage startups and large global companies, and Belvo landed somewhere in between. He points to Belvo's documentation as stronger than what he saw at companies with a thousand or more employees, paired with a compensation and benefits structure that feels closer to a startup and a stability that doesn't.
"Belvo feels big where it needs to feel big, but also small where it needs to feel small. We have strong processes and a huge amount of documentation, but at the same time it feels very horizontal. You can reach out to anyone, collaborate with anyone, and there's a lot of trust and ownership by default." - Andrés Alanís
Ownership showed up early for him. Trust isn't something you earn slowly at Belvo, it's given upfront, and Andrés says he felt fully autonomous within three months of joining.
That same posture, curiosity paired with humility, comes from the top. Andrés points to Pablo Viguera and Uri Tintoré as the ones modeling it, and says it shows up in how the whole team approaches problems. The recent wave of AI tools inside the company is one example: automations, internal chatbots, and small tools that people built on their own initiative. The curiosity was already there. AI just gave people a faster way to act on it.
THE TAKEAWAY
Product management at Belvo doesn't look like product management at a typical software company, and that's by design. For Kevin and Andrés, the wider scope is the point: more autonomy, more collaboration, and a seat in rooms most PMs elsewhere never get invited into.
If that sounds like the kind of role you're looking for, check out our open positions.
