Future capacity is built with a senior board.

Sees the signal while it's still weak.

He chaired Mexico's Innovation and Design Promotion Council and served on the board of The Design Futures Initiative. From there he understood something uncomfortable: organizations rarely fail for lack of information — they fail by not reading it in time. He founded Change to close that gap: read the future while it's still a signal, and name the tension no one in the room dares to say out loud.

Turns the intangible into profitability.

He advised multinational companies on intellectual property and business models, and teaches it at undergraduate and graduate level. His conviction is simple: a decision is only worth it when its costs are on the table and someone can defend it before the board. At Change he turns the diagnosis into bets with explicit criteria — the ones that hold on their own when pressure arrives.

Two disciplines, one method.

Andrés reads the future while it's still a signal; Miguel turns it into a decision with explicit costs. They founded Change so neither half works alone: diagnosis without landing stays intuition, and execution without diagnosis stays inertia.