"I Am an Architect of Growth" is a series spotlighting changemakers in the technology industry who are driving innovation and championing inclusion - in their own words.
In a career spanning nearly four decades, Jorge R. Blanco, former Chief Strategy Officer of Altus Group, has navigated the front lines of technological transformation—from the early days of telecommunications to today’s rapidly evolving world of artificial intelligence. In a recent conversation, he reflected on the pivotal moments, principles, and personal experiences that have shaped his journey as a product leader, strategist, and mentor.
A Career Defined by Building, Not Selling
Although his most recent role was Chief Strategy Officer, Blanco sees product leadership as the core throughline of his career. Moving quickly from sales into product management early on, he discovered a passion for building solutions rather than selling them.
His career path—telecommunications, analytics, professional services, and finally commercial real estate technology—was anything but linear. Yet the constant was his curiosity and willingness to apply product discipline across industries.
What he once thought was a narrow specialization turned out to be a versatile foundation. “I didn’t think there was anything I could do outside communications and systems,” he shared. “That was not true by a long shot.”
Favorite Roles? It’s All About the Moments of Transformation
Instead of a single “favorite role,” Blanco treasures phases of transition—those inflection points when entire industries pivot.
From voicemail to email, digital telephony to VoIP, on-premise systems to cloud software, and now AI, Blanco has repeatedly found himself in the middle of sweeping change.
“These are existential moments,” he explained. “You either figure it out or you go the way of the horse and buggy.”
Advice to His Younger Self: Don’t Underestimate Your Strengths
If he could go back, Blanco said he’d tell his younger self to study the Dunning-Kruger effect—and stop underestimating his own abilities.
“You have a tendency to let other people define what you’re capable of. Don’t let them,” he said. “Be bolder earlier. Explore new industries. Apply your discipline to different problems.”
It’s a lesson in confidence, courage, and self-awareness—gained over years of seeing how often people overestimate others and underestimate themselves.
Inclusion as a Way of Being, not a Corporate Initiative
Blanco’s views on diversity and inclusion were shaped early by his maternal grandfather, whom he describes as “the most inclusive person I ever met.” From kitchen staff to CEOs, everyone received equal respect.
“That wiring has stayed with me,” he shared. “Representation matters because diversity of thought makes the solution better.”
He has proudly championed diverse teams, especially female leaders, noting that many of his strongest business partners have been women. “When I walk into a room and I’m the only man, I know we’ve done something right.”
For him, inclusion is not a policy—it’s a cultural and moral imperative that creates better business outcomes.
Four Strategies for Innovation and Sustainable Growth
Reflecting on the strategies that have shaped his approach to building high-growth organizations, Blanco highlighted four core principles:
1. Productive Paranoia
Inspired by Andy Grove’s Only the Paranoid Survive, Blanco believes in assuming someone is always doing it better. Complacency, he says, kills great companies.
2. Humility and Self-Awareness
Recognizing gaps and being honest about what you don’t know creates space for growth—and for surrounding yourself with the right talent.
3. Constant Curiosity
He refuses to accept “this is how it works” without seeking to understand it himself. Curiosity keeps leaders alert to obsolescence and ahead of disruption.
4. Mastery of Fundamentals
Even amid innovation, fundamentals like margin, profit, and cash flow don’t change. “Business success,” he said, echoing Roberto Goizueta, “comes down to how much cash you have in the cigar box.”
Together, these traits—humility, curiosity, paranoia, and financial discipline—form the backbone of his approach to building resilient businesses.
Personal Challenges: Navigating People, Noise, and “Bozos”
With humor and candor, Blanco acknowledged that one of his hardest lessons came from working with leaders who taught him what not to do.
“I’ve worked with a lot of bozos over the years,” he said with a laugh. “And they’ve been incredibly valuable teachers.”
He also described the tension between seeing a future others can’t yet imagine and being pulled back by resistance or skepticism.
His antidote?
Trust your instincts. Write things down. Build frameworks. Listen, but not too much.
His practice of reflective writing—once in Moleskine notebooks, now on an iPad—helps him sort through noise and find clarity, especially when navigating complex decisions.
The Most Meaningful Impact: Developing People
When asked how his work has influenced the industry or community, Blanco didn’t point to products, patents, or market share.
He talked about people.
Developing talent, he said, is the most meaningful and lasting contribution any leader can make. Watching people grow—from uncertain early careers to confident, capable professionals—is what he considers his true legacy.
“Regardless of what we build or sell, people are what matter,” he said. “If I’ve played even a small role in someone becoming a better leader, parent, neighbor, or friend—that’s the real impact.”
A Leadership Journey Still in Motion
As he transitions from his most recent executive post into a fellowship at the University of Chicago’s Leadership Society Initiative, Blanco is taking time to reflect on his next chapter. But one thing is clear: his career has been defined not just by navigating technological revolutions but by leading with curiosity, integrity, and a deep belief in the power of people.
The Blueprint Behind It All
Passion
A non-negotiable fuel for meaningful work. Passion keeps focus sharp, energy high, and leadership authentic.
Innovation
Not about flashy ideas—about refusing the status quo. Blanco urges teams to become “masters of pain points” and constantly find better ways to solve problems.
Open to Learning
He sees himself as a “perennial student,” believing every day is a chance to learn something new. Growth begins with acknowledging you don’t know everything.
Integrity
The principle no one can take from you. Integrity means doing the right thing, even when it’s difficult—and it’s the foundation of earning trust and respect.
