Seven thousand vehicles might seem like a lot until the figure surpasses 200,000; between those two numbers lie less than five years, five integrated companies, and a team of nearly 500 people. However, for Juan Pablo Baeza Prado , CEO and co-founder of Numaris , the story can’t be explained solely with numbers. Behind it all are people, technology, ideas, and a question that seems to always be with him: what can we do differently?
Before arriving there, his path led him through a different kind of business. At IGNIA Partners, he worked as an Investment Analyst and later participated in mergers and acquisitions projects within Grupo Kaluz. These experiences strengthened his knowledge of business growth, investment, and business development—tools he would later use to transform a company within an industry that had been operating in virtually the same way for some time.
The turning point came in 2021.
Since then, Baeza Prado has spearheaded the transformation of Numaris , which went from being primarily focused on tracking and GPS to becoming a comprehensive fleet management platform that combines IoT devices, software , artificial intelligence and specialized services.
The goal behind this evolution is to use technology to help transport and logistics companies operate more safely, efficiently, and profitably, he emphasized.
And as the technology changed, so did the scale. From managing around seven thousand connected vehicles, Numaris grew to over 200,000. Along the way, it integrated five companies and built a team of nearly 500 people, through a strategy that has combined organic growth and acquisitions.
For Baeza Prado, however, one of the greatest achievements lies beyond those figures: demonstrating that it is possible to build a technology company with a real impact on an industry as relevant as transportation from Mexico .
The company’s next phase also has the backing of investors such as Linzor Capital and international development organizations such as IFC and Proparco, which participate as partners and investors.
The answers are near.
Running a technology company might suggest a life spent in front of screens, numbers, and strategic meetings. Baeza prefers to look elsewhere as well: at the operational side .
Throughout her time at Numaris, she has participated in sales, implementation, customer service, acquisitions, strategy, and organizational development. Having worked in different areas allows her to view the company from various perspectives, but also to maintain an idea she considers fundamental to leadership: “never assume you already have all the answers,” she explained.
That’s why he talks about curiosity and closeness . He seeks to stay close to customers, the team, and operations because he believes that’s where the answers, and often the next opportunities, emerge. His commitment also lies in building teams that are better than himself, giving them autonomy, and fostering a culture where people understand that daily work must generate value for the customer.
But there is something that moves him even more: connecting pieces .
People who might not have met otherwise. Talent with technology. One idea with another. Baeza said he enjoys bringing these elements together around a shared vision because he is convinced that great transformations are not the work of a single person, but of extraordinary teams working with a common purpose.
In addition to his business activities, he serves on various boards of directors and participates in leadership initiatives such as the Young Leaders Circle of the Milken Institute .
Now their focus is on continuing to develop solutions that leverage data and artificial intelligence to improve the efficiency, safety, and management of fleets.
After transforming Numaris, the challenge is no longer to look at how much it has grown, but to imagine how far it can go when talent, technology and ideas advance in the same direction.
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