At Simpleza, we believe there’s real value in pausing to listen to those who are transforming agriculture from the inside—not just through technical or productive innovation, but by shifting something deeper: the way we think, lead, and build more conscious, sustainable, and future-ready agribusinesses.
That’s exactly what we took away from the interview with Oscar Solimano on Agroestrategas TV—a testimony that blends experience, vulnerability, business vision, and the courage to change.
From Production Tradition to a Business Mindset
Oscar’s transformation began with an uncomfortable question: Why are we still doing things the same way we did 50 years ago? At age 25, after the sudden passing of his father, he had to take over the family business—an operation without formal processes, no delegation, and a structure held together by habit more than efficiency.
That moment sparked his transformation: continuous education, joining CREA, completing management programs at San Andrés, and opening himself up to new ways of thinking about business.
“There was this constant noise in my head. Everything was done the same as always, and there was no space to innovate or delegate. That had to change.”
The Challenge of Breaking Away… to Build
Oscar doesn’t shy away from the hard parts: first separating from a partnership with cousins, then from his own siblings. He was convinced this wasn’t about splitting for the sake of it—it was about creating real conditions for growth.
“You are what you do with what was done to you. It’s not enough to inherit—you have to transform it.”
A phrase that’s stayed with him ever since: “I’ll wait for you on the move.” Keep moving forward, even if others are slower. Don’t impose, but don’t stop either.
Professionalizing, Structuring, Auditing
One of the pillars of his management style is the belief that, if a company wants to last, it needs clear processes and real accountability. From the workshop output to strategic decisions, everything must be explainable, measurable, and sustainable.
“We don’t chase after people anymore—we look at the checklist. If something wasn’t done, we ask why. We’re not looking for blame, we’re looking for systems that work.”
The business no longer relies on key individuals or overpowered managers. Roles are clearly defined, and the team doesn’t lose balance when people rotate. Culture is stronger than any single name.
Leaving a Legacy or Building Entrepreneurs?
Oscar is clear: his mission isn’t just to leave a business for others to inherit—it’s to shape entrepreneurs who understand it and choose to carry it forward.
“My son’s a musician—and he’s an entrepreneur. He faces a blank score and creates something. That’s entrepreneurship. That’s adding value.”
In his view, Argentina’s big issue has been the heir mindset. He’s betting on a generation that wants to build, take risks, and shape the future.
Culture, Creativity, and Personal Limits
Oscar openly admits he’s a structured guy—“square,” as he puts it. But he’s also learned to pause before rejecting ideas that make him uncomfortable, to let others soar, and to really listen to those with a broader view.
“I started peeking through a tiny hole to see how wide the picture could be. That’s when the ideas that really drive change show up.”
He even credits his advisor, Octavio Langue, with helping him flip his thinking. What used to feel like a detour, now feels like growth.
Organizational Culture and Core Values
“You have to build teams that can challenge ideas, stay focused, and let people fly without losing direction.”
He reflects on the role of creativity, initiative, and learning from mistakes—and also on the importance of balancing what’s best for the company with what’s best for the people leading it.
Vision for the Future and the National Context
Far from pessimism, Oscar sees the current context as a major opportunity for the ag sector:
“As long as the second hand keeps ticking, there’s still a chance. But we’ve got to get to work—and take real risks.”
He believes this phase could be a turning point—one that rewards work, value creation, and well-directed effort. And the biggest challenge is for ag entrepreneurs to genuinely believe that change starts with them.
Oscar Solimano is a clear example of leadership based on management, a culture of learning, human capital development, and long-term vision.
To close, we’re left with a powerful message he shares with his kids—and one that can inspire all of us:
“Do you want to be a victim or a protagonist?
If you choose to be a protagonist, you have to see the world differently—and get out there and play the game.”
