I didn't start with capital or connections. I started with infrastructure and hyperfocus.

I spent a significant part of my professional life in Patagonia, Argentina — a region of oil, wind, and extreme conditions. My first contact with a computer came at age eleven, and from that moment the trajectory was set. By the time I was a teenager, I was already taking things apart, understanding how they worked, and finding ways to make them better.

By nineteen I was working professionally with computers — not because a career counselor pointed me that way, but because technology was the one domain that matched my natural hyperfocus. Once a subject captured my attention, I pursued it to its deepest layer. That autodidact pattern defined everything that followed.

My career may appear diverse, but the underlying pattern has always been the same: building stronger infrastructure, designing better systems, and turning them into businesses that work in the real world.

Carlos Ramírez was my first mentor. He was an electrical professional and the kind of person who understood that every visible output depends on an invisible infrastructure layer. He didn't teach me technology — he taught me systems thinking through physical infrastructure.

Working alongside Carlos on electrical installations, I learned that the physical layer — cables, connections, circuits — is the foundation of everything that runs on top. Software is irrelevant if the power fails. The cloud is meaningless if the network goes down. That insight became the operating principle of my entire career.

Carlos showed me that infrastructure is invisible until it breaks, and that the people who build it well are the ones who keep everything else running. That lesson shaped every company I founded and every system I designed afterward.

My formative professional years were spent building real infrastructure in Patagonia. In 2009 I founded Technical Supply, my first company, focused on technology and IT services. Working alongside my mentor Carlos Ramírez, I gained deep experience in electrical installations and the discipline of physical systems. In 2015, I split Technical Supply into two: the technology side stayed as Technical Supply, and the electrical installations side became Tesla SRL. I was founder and owner of both, with a supervisor leading each — an early exercise in structuring companies and delegating operations.

In 2016, when a broken aqueduct contaminated drinking water with sewage in Comodoro Rivadavia, I detected an opportunity in the crisis and organized an existing team to provide water tank cleaning services under the name Todo Limpio. It was a temporary operation — a focused response to a real problem — but it demonstrated a pattern that would repeat: identifying needs quickly and mobilizing resources to meet them.

This period involved pulling cable through ceilings, climbing towers in Patagonian wind, configuring network equipment at odd hours, and managing small crews across electrical, networking, and maintenance projects. The key insight from those years is one I carry to this day: technology depends on physical infrastructure. Every digital system sits on top of a physical layer that most people forget exists. Understanding that layer — from copper and fiber to power distribution — is what allows me to design systems that actually hold up under real-world conditions.

At Industrial Chubut, a contractor for oil giant YPF, I operated under ISO-certified management standards across safety, quality, and environment. My responsibilities spanned logistics, fleet management, procurement, stock control, cost analysis, HR coordination, and continuous process improvement. That environment taught me how rigorous frameworks enable consistent execution at industrial scale.

At Centro Pueyrredon, a medical center, I served as IT Director and led a full IT modernization: network redesign, migration to Google Workspace, server and backup infrastructure, VPN deployment, hardware refresh, transition to digital X-ray systems, and development of an internal management system built in collaboration with programmers. It was a ground-up transformation of how the organization used technology.

At MARBAR, I headed the IT department for an organization of over 40 people. Each of these corporate roles added a layer of operational discipline and strategic understanding that my own ventures alone could not have provided.

In 2009, at age 21, I founded Technical Supply — an IT outsourcing company that operated until 2015. The model was straightforward: become the entire IT department for businesses that couldn't afford one. Network installation, equipment repair, technology strategy, helpdesk — all in one.

That company was where I made the transition from technician to builder. I stopped fixing other people's systems and started designing my own. I learned that building a company is not about having a single great idea — it is about solving real problems consistently, day after day, for people who depend on you.

In 2015, I split Technical Supply into two companies: the technology and IT side continued as Technical Supply, while the electrical installations side became Tesla SRL (2015-2017). Both were mine, each with its own supervisor. Technical Supply was the bridge between hands-on technical work and the entrepreneurial trajectory that followed. It proved that I could not only understand systems but also build, structure, and sustain the businesses around them.

In 2020 I moved to Puerto Natales, Chile — a small town in the Magallanes region at the southern edge of the continent. I went there to build. I founded Inversiones TecnoMagallanes SpA as the operational entity for executing infrastructure projects, electrical installations, and connectivity deployments, along with TecnoMagallanes Computacion SpA, Studio5, and TecnoGamer — each addressing a different market gap in the region. The entire ecosystem operated from 2020 to 2023, when I moved to Italy.

Beyond retail and services, I took on a COPEC antiexplosive electrical installation project that required strict compliance with industrial safety standards. Starting in 2021, when Starlink became available in Chile, I began selling and installing Starlink satellite systems in Patagonia through Inversiones TecnoMagallanes SpA — an early adoption and deployment of satellite connectivity in the region, building a connectivity business around satellite internet before it became mainstream.

Chile taught me how to build an entrepreneurial ecosystem from scratch in a remote market — where logistics are slow, supply chains are fragile, and every operational advantage has to be earned through execution rather than convenience.

TecnoMagallanes Computacion became the largest technology store in Puerto Natales, with over 1,200 SKUs covering hardware, peripherals, networking equipment, and accessories. In a market where technology access was limited and trust was hard to earn, we built our position through consistent technical advisory and reliable supply.

The model was not just retail — it was trust-based technical consulting embedded in a store format. Customers came not only to buy but to get honest guidance on what they actually needed. That advisory relationship turned TecnoMagallanes into the local reference for technology.

Running a retail operation with that breadth of inventory in a remote logistics environment demanded precision in procurement, stock management, and supplier relationships — skills that later translated directly into broader operational management.

Studio5 was a branding and production infrastructure company designed for entrepreneurs who needed professional identity fast. Rapid delivery, in-house production, and proprietary machinery allowed us to offer turnaround times that larger agencies could not match in that market.

TecnoGamer was an advanced gaming infrastructure experiment — high-end PCs, virtual reality setups, and dedicated network infrastructure built to deliver a premium experience. It was an operational learning story: the project demonstrated that community-based technology businesses can work in remote markets, but also taught hard lessons about unit economics and demand timing.

The TecnoMagallanes Group (2022-2023) was a conceptual vision — a strategic attempt to consolidate multiple business verticals — technology retail, connectivity services, smart home solutions, and security systems — into a unified ecosystem. The concept stopped when I moved to Italy in November 2023. The experience clarified which integrations create value and which add complexity without proportional return.

In 2019, Jhony Hause started as a hospitality project born from Couchsurfing — the global platform for travelers seeking authentic local experiences. What began as hosting a few guests evolved into a structured operation with nearly 300 positive recommendations and over 600 guests from around the world.

Guests arrived from dozens of countries, each with different expectations, languages, and cultural frameworks. Managing that flow required international community management, logistics coordination, cross-cultural networking, and the kind of interpersonal adaptability that no business school teaches.

Jhony Hause demonstrated skills that are rarely associated with a technology profile: hospitality operations, international coordination, reputation management, and the ability to build trust with strangers at scale. Those capabilities feed directly into the cross-border, people-facing dimensions of my current work.

In November 2023, I moved to Italy. In 2025 I founded DITAP — Direccion, Infraestructura, Tecnologia, Automatizacion, Procesos. DITAP is the synthesis of nearly two decades of building infrastructure, managing operations, and scaling technology-driven businesses across three countries.

The company operates through five current verticals: DITAP Hospitality (operational technology for accommodation businesses), DITAP Cloud (cloud infrastructure and migration), DITAP Core (foundational IT services and consulting), DITAP Systems (custom system design and integration), and DITAP Security (cybersecurity and physical security convergence). WiFiAtlas exists as a secondary project — a specialized tool, not the main focus.

DITAP represents the point where all previous experience converges: infrastructure-first thinking, operational discipline, cross-border execution, and the conviction that well-designed systems are what allow businesses to scale sustainably.

At Urgencias SRL, a medical company with over 20 permanent staff and 20 indirect professionals, I served as General Manager from June to November 2025. I was not the owner — I was brought in as an executive operator. The role involved operational reorganization, team management across multiple functions, technology improvements, and strategic direction for the business as a whole.

This was not a technology-only position. It required executive decision-making across operations, personnel, finance, and client relationships — the kind of leadership that demands both breadth of vision and attention to operational detail.

Urgencias consolidated my profile as an executive operator: someone who does not just design systems or manage technology, but who can step into the leadership seat of an organization and make it run better. That combination of technical depth and executive capability is what defines the current phase of my career.