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Interview with Jaime Arrieta, CEO of BUK about digital transformation

Interview with Jaime Arrieta, CEO of BUK about digital transformation

Jaime Arrieta, Buk's CEO

Chile is and will continue to be the place of innovation in digital areas It is for this reason that we decided to interview Jaime Arrieta, CEO of Buk, a Chilean company that since its creation in 2016, has sought to change the way in which administrative and human capital tasks are handled in companies. Buk developed a platform whose purpose is to meet all the needs of HR management in these, we are talking about a powerful digital tool capable of supporting with tasks ranging from the payment of remunerations to the professional development of employees. 

Buk has already helped more than 4,000 companies in Latin America, who, thanks to its solution, have been able to build a happier workplace. Of course Antara Mining Solutions is one of them. We have been working with Buk to create a better experience for each of us, to save time in administrative tasks and also to empower the talent of our organization. 

And it is because we understand the great impact that new technologies have, even in the most mundane tasks, that we decided to contact Jaime to tell us his side of the story. In this interview you will learn what differentiates them from other services, the benefits of digital transformation in the administrative world, the change of the startup ecosystem in Chile, and especially, the importance of giving value to each decisive actor when making a purchase.

Let's start...

What would you say is the differentiating element between a company that uses Buk and one that does not?

I would say that the differentiating element is that we saw the problems from the outside. The interesting thing is that in Buk nobody comes from the human resources area, none of the founders, all of them initially come from other industries as varied as engineering, finance, among others. So, with a very technology-based perspective, we said "how can we help the human resources area? If I had come from the human resources world, I probably would have come up with a very different solution than what BUK is.

Therefore, we looked at the human resources world from the outside, we analyzed the solutions on the market and we came to the conclusion that there was no platform that provided a comprehensive view of the employee. From the moment you start looking for a person, make the selection, the recruitment, hire them, do the boarding, pay the payroll, do a performance evaluation and up to the moment they leave the company, there was no software that offered a complete view. 

Of course, we also find challenges, because there is a part that is very hard: the more quantitative part of the labor channel. There is also a part that is much more qualitative, which is the organizational development of people. So, although there were some very good software for remuneration, others for organizational development, there was none that took both worlds. Because they are two very different sides of the same coin. 

For example, the Human Resources Manager, who is our main client, wants to have a look at the employee and does not want to get into one software to see something and get into another to see something else. He wants to have EVERYTHING in a super people management program, and that is where we made the differentiation. We said, "we are the end-to-end people management software," and that ultimately is our differentiator. 

Considering that by automating tasks and digitizing internal processes the work environment grows significantly, how do you think the use of digital tools facilitates and improves work performance?

They help a lot, when you make digital transformations, there are two issues that are very important: technology and the agent of change. People who will use a new platform may be open to change or not, in both cases it is necessary that there is someone who is responsible for guiding this change and allow others to immerse themselves in the technologies of digital transformation.  

That said, at Buk the impact has been great. It's interesting, because a lot of people are afraid of losing their jobs because they implemented software that automates everything and they wonder, where are we left? And actually it's quite the opposite, this is a tremendous opportunity, especially in human resources, which is the area where we specialize. 

What this digital transformation is allowing you to do is to start focusing on talent management, to start focusing on the people who are in front of the computer doing, entering information or taking things out. So, technology allows you to put aside certain tasks or internal processes, so that errors are minimized, so that they are auditable, and with good traceability, etc. 

It also frees you up, now you have time to be with people, where you can contribute more value and where you also generate more. In the human resources area you have to be with the employees, managing people and with Buk we have seen that. Our software allows you to go from being that traditional office that basically manages everything through piles of paper, to become a strategic piece of the organization. And all because you start managing people. 

Buk also gives you tools for talent management; for example, I attract professionals with good benefits, I can enhance talent with a good training module, I can retain them by conducting surveys to see how the work environment improves, etc. In the end, it gives you tools to do your job better and position yourself as a strategic player. 

Buk has been a great success, and from Chile it has had an exponential growth, positioning itself among the most valued startups in Latin America. How has the ecosystem, whether startups or Antara, contributed to achieve this kind of results?

I would say that what has been seen in Chile, where several successful startups are going out to conquer LATAM and the world, is largely due to the first daring ones in this international step. 

In Chile there was a mentality that one made a startup thinking about the Chilean market, but the opportunity is much bigger. Startups like Antara are companies that dared to go abroad much earlier than others and that has opened the mind of Chilean startups to be a little more ambitious, wanting to go beyond Chile. 

Other startups have opened my eyes in the sense of being a little more ambitious, and that has caught the eye of investors. The truth is that today Chile has become a good hotbed of talent, as there are good ideas that grow very well and that also helps the ecosystem. This generates a virtuous circle, where someone starts a startup, attracts foreign clients, attracts more startups and we enter into a cycle that hopefully will last for several more years. 

Antara Mining Solutions contributed with its granite, other startups contributed with another granite and that makes up today's ecosystem. There are investors from abroad who are very interested in the region, however, it is important that other startups are growing to increase visibility and also to share ideas. For example, I participate with the owner of Antara in Endeavor talks, so good ideas are shared and there is a very important collaboration between "startuppers" and that helps the ecosystem. 

Other institutions also help, such as Corfo, likewise the media are giving a lot of coverage and news about startups, that also contributes, so each piece is fulfilling its role and hopefully it will continue like that.  I think it has been a crucial engine of growth now, ultimately, to offer something with a lot of added value. We are not selling sticks and stones, we are selling technology, an end product, a service that generates a lot of value and we intend to keep it that way.

Both Antara Mining Solutions and you are immersed in the B2B business, where the person who needs your service does not always have the purchasing decision. How do you add value to the different key players in the purchasing decision?

Autor: Antara

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