Andrea Rivera Garré (Sinba): “For the entrepreneur, too much analysis leads to paralysis”

Tell us a bit about your background?
I studied zootechnical engineering, a field that has a strong relationship with production. The approach taken to production in this field really shocked me, because the animal is essentially considered a machine whose performance must be maximized. I realized that in our economic activity in general, society focuses too much on productivity and overlooks the fact that our environment is at the center of it all, not to mention the people who work in the production process.

How did your interest in waste management come about?
I’ve always been closely connected to environmental and waste issues. A constant question for me was: what do we do with all the waste we generate in our economic and daily activities? This interest deepened even further when I encountered the pig farms where all the organic waste generated by people ends up. Then, my question became: How is it possible that this activity, which is so important and provides work for so many people, is so neglected? It was further confirmation that the approach I’d learned at university was not the right one.

So, what did you do?
The more I found out about the topic, the more I appreciated that waste management is a social issue too. A lightbulb went off in my head and I said to myself, “Hey, I can make a difference.” It had a lot to do with my own sense of responsibility too. I mean, if I know something is wrong and I know the government isn’t going to do anything about it, due to lack of resources, why not try to fix the problem myself? Basically, it was this realization that motivated me to start Sinba. It was something that started out as an individual dream. Along the way, I found my partners, and the dream became a collective one. Another influence on me becoming an entrepreneur was a comment a university professor made to our class: why not aim to win a Nobel Prize with our projects? In other words, she encouraged us to dream big.

Validating Sinba’s business model and ensuring it was profitable without compromising the company’s founding purpose was a major challenge

What challenges did you face when setting up Sinba?
The main challenge was validating the business model and ensuring it was profitable without compromising the company’s founding purpose. In this case, our goal is to co-create a world without waste, where nothing is left over and no one is left out. So, the main challenge was selling this service, which is not made any easier by the high level of informality in Peru. In my sector, it exceeds 90%. So, how do I compete against this lack of oversight and following of procedure in the waste-management business? How do I convince people to opt for my service even though it’s more expensive? This is an ever-present challenge, and it takes a lot of persistence to stay in business.

Can you recall any craziness during the initial phases of your entrepreneurial journey?
Early on, when my partners and I were looking for funding, we locked ourselves away for a week to thoroughly prepare our pitch, looking at similar projects from other countries and other related initiatives. Five minutes before our presentation was due to begin, our mentor told us our pitch lacked substance, but since there was no time left, she gave us some advice: be bold, believe in yourself and in your concept; the worst thing that can happen is that you don’t get the funding. Fortunately, we got the funding, which was largely down to her last-minute pep talk.

Do you think entrepreneurs are a breed apart?
Yes. The fundamental quality they share is resilience and perseverance. You need clarity about where you want to go and flexibility to overcome obstacles that arise along the way. Finally, humility is very important. The success of a project depends a great deal on the inner qualities of the people who lead it. We cannot separate the professional and personal sides of an entrepreneur. We are a whole. You’ve got to have the ability to recognize where you are and what you might be missing to reach the next level, yet also appreciate and celebrate accomplishments along the way.

What do you consider your leadership philosophy to be?
Rather than outline my philosophy, I have some guidelines. First, be aware of your purpose, that is, the purpose of the company you have founded. When in doubt, review your purpose. Ask yourself: Is this course of action aligned with my purpose, yes or no? Second, live your path, by which I mean, you may not have the answer to a question now, but don’t let that stop you or paralyze you. Third, keep in mind that too much analysis leads to paralysis, to inaction. Fourth, find someone who does things better than you and can replace you, as this allows you to learn from other people.