Driving Disruption: Andrea Aranguren of MineHub Technologies On The Innovative Approaches They Are Taking To Disrupt Their Industries

An Interview With Cynthia Corsetti

Commitment to customer-centric innovation is of the highest importance. For example, we’ve created user-accessible interfaces and functionalities in our digital platforms, which have shown impressive user experience and adoption rates. Our goal is to ensure that the innovations we put forth are not only technologically advanced but also highly relevant and beneficial to our users.

In an age where industries evolve at lightning speed, there exists a special breed of C-suite executives who are not just navigating the changes, but driving them. These are the pioneers who think outside the box, championing novel strategies that shatter the status quo and set new industry standards. Their approach fosters innovation, spurs growth, and leads to disruptive change that redefines their sectors. In this interview series, we are talking to disruptive C-suite executives to share their experiences, insights, and the secrets behind the innovative approaches to disrupt their industries. As part of this series, we had the pleasure of interviewing Andrea Aranguren.

Andrea Aranguren is the CEO & President of MineHub Technologies and a prominent leader in the technology and supply chain sectors. With an MBA from Columbia Business School, Andrea has expertly navigated complex mergers and acquisitions, demonstrating exceptional leadership in both startup environments and large-scale corporate settings. Her entrepreneurial spirit is evident from her co-founding role at Waybridge, a digital supply chain platform for physical commodities, where she spearheaded significant growth and successful strategic partnerships with key global players. Andrea has also held leadership roles in business development and strategic partnerships, focusing on innovation in environmental standards and corporate reporting.

Thank you so much for joining us in this interview series. Before we dive into our discussion about disruption, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

My journey toward leading MineHub Technologies has been a blend of diverse experiences and a deep-seated interest in commodities and technology. After completing my MBA, I ventured into the world of finance, specializing in wealth management. The world of commodities is one where deals are not just numbers on a screen but involve real, physical goods moving across the globe. The leap from commodities to the digitization of the physical commodity supply chain was a natural progression for me — I saw an immense opportunity to innovate and bring efficiency to this traditionally manual and paper-reliant industry. For me, leading MineHub Technologies is a manifestation of my passion for transforming how global trade operates and working to making more efficient, transparent, and sustainable. This journey hasn’t just been about changing industries; it’s been about reimagining them through the power of digitization.

What do you think makes your company stand out? Can you share a story?

What truly sets us apart is our approach to revolutionizing the raw materials commodities supply chain — an industry historically dominated by manual and paper-based processes. A defining moment for us was our collaboration with a leading copper producer. We undertook the colossal task of digitizing their global supply chain, which meant going beyond just a technology implementation but rather aiming to change a deeply ingrained industry mindset. The transformation from traditional methods to a digital platform significantly reduced manual labour, errors, and inefficiencies, which speaks to the vast potential of technology in a sector slow to embrace change. What’s important to highlight here is that this not only enhanced operational efficiency but also opened up new possibilities for data analysis and decision-making.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

I would have to say persistence, adaptability, and empathy. Persistence was crucial, especially when venturing into new territories or introducing innovative ideas in sectors resistant to change. There were innumerable challenges and setbacks but staying the course and persistently advocating for my vision helped break down barriers and create new opportunities.

Adaptability is about being versatile and flexible, not just in business strategies but in thinking and problem-solving approaches.

Empathy has been fundamental in leadership. We’re here to connect on a human level. Understanding the perspectives, challenges, and motivations of colleagues, teams, and partners has enabled me to build stronger, more cooperative relationships.

Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.

Disruption is fundamentally about creating significant and transformative changes that challenge existing paradigms and reshape market dynamics. It’s a process that transcends mere innovation by not only introducing new technologies or ideas but by fundamentally altering the way industries operate, how value is delivered, and how consumers engage with products and services. In the digital era, disruption often manifests through technological advancements that redefine business operations. At MineHub Technologies, we view disruption as an opportunity to reinvent traditional business models, especially in industries that have been slow to embrace change. Our approach is about looking beyond the current state of affairs and envisioning a more efficient and sustainable future.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. Let’s begin with a basic definition so that all of us are on the same page. In the context of a business, what exactly is “Disruption”?

Disruption is a fundamental shift that challenges and changes established norms and practices. Disruption can take various forms, from technological breakthroughs to novel business models, but the core essence remains the same — it’s about upending the status quo for a more efficient, effective, and often more sustainable future. Disruption in business is about envisioning and executing ideas that are not just new but radically different and more beneficial than existing solutions.

How do you perceive the role of ‘disruption’ within your industry, and how have you personally embraced it? Is it a necessity, a strategy, or something else entirely in your view?

Within my industry, disruption plays a dual role — it’s both a necessity for evolution and a strategic choice for staying ahead. Personally, I’ve embraced disruption as a guiding principle for innovation and progress. It’s about looking beyond the current limitations and imagining what could be possible, then working tirelessly to make that vision a reality.

What lessons have you learned from challenging conventional wisdom, and how have those lessons shaped your leadership style?

Challenging conventional wisdom has been a significant part of my leadership journey. One key lesson is the importance of questioning the status quo. Just because something has always been done a certain way doesn’t mean it’s the best method. Another lesson is the value of resilience. Pushing against established norms is never easy; it requires a level of tenacity and perseverance to overcome resistance and skepticism. Challenges have taught me the power of vision. Having a clear, compelling vision of what could be — not just what is — has been crucial in rallying support and driving change. For me, it’s been the ability to balance the need for stability with the imperative for change, which means we’re always moving forward and improving.

Disruptive ideas often meet resistance. Could you describe a time when you faced significant pushback for a disruptive idea? How did you navigate the opposition, and what advice would you give to others in a similar situation?

Encountering resistance to disruptive ideas is a common challenge in my role. Understanding the root of the resistance was crucial — often, it stems from fear of change or uncertainty about the unknown. Sometimes, a phased approach can help ease the transition and build confidence in new ideas. My advice to others facing similar situations is to stay committed to your vision but be flexible in your approach. Listen to feedback, address concerns, and be willing to adapt your strategy as needed. Building a coalition of supporters can also have deep effects in overcoming resistance. Change, especially disruptive change, is a journey that requires persistence, responsiveness, and strategic thinking.

What are your “Four Innovative Approaches We Are Using to Disrupt Our Industry”?

We heavily emphasize data analytics in our decision-making processes, helping us gain deeper insights into market trends, customer behaviour, and operational efficiency. From what we see, the shift to data-driven decision-making seems to mark a departure from intuition-based strategies, in turn setting a new standard for precision and effectiveness in our industry.

Commitment to customer-centric innovation is of the highest importance. For example, we’ve created user-accessible interfaces and functionalities in our digital platforms, which have shown impressive user experience and adoption rates. Our goal is to ensure that the innovations we put forth are not only technologically advanced but also highly relevant and beneficial to our users.

Next is the importance of integrating sustainability into our business model. We recognize the growing importance of environmentally friendly practices and have aligned our operations to support sustainable development. This includes optimizing resource usage, reducing waste, and enhancing the efficiency of our supply chains.

Finally, we believe in building collaborative ecosystems that bring together various stakeholders from different sectors. By fostering partnerships and collaborations, we’ve created a synergistic network that enhances innovation and shared value creation.

Looking back at your career, in what ways has being disruptive defined or redefined your path? What surprises have you encountered along the way?

I can confidently say that embracing disruption has been a defining theme. It has driven me to constantly seek out and implement innovative ideas, setting me on a path of continuous learning and growth. The biggest surprise along this journey has been the realization that the most significant barriers to innovation often stem from a mindset rather than technological limitations. Overcoming these mental hurdles and changing entrenched beliefs in traditional industries has been both challenging and rewarding but ultimately have shaped me into a leader who is not afraid to take calculated risks and who is always looking for ways to improve and innovate.

Beyond professional accomplishments, how has embracing disruption affected you on a personal level?

Leaning into disruption has had a profound impact on me. It fostered a mindset that is open to change, adaptable, and continuously seeking improvement. This perspective has transcended beyond my professional life into personal aspects, influencing how I approach challenges, learning, and growth. It has made me more resilient in the face of adversity and more resourceful in finding solutions to complex problems. On a personal level, it led to a move to deeper fulfillment through becoming a more well-rounded individual.

In your role as a C-suite leader, driving innovation and embracing disruption, what thoughts or concerns keep you awake at night? How do these reflections guide your decisions and leadership?

Foremost is the challenge of maintaining the balance between driving innovation and managing risk. The fast-paced nature of tech advancements and the ever-changing market requires constant vigilance and agility. I often reflect on how our decisions today will impact our long-term sustainability and growth. Equally important is the well-being and development of our team. Ensuring that our employees are engaged, empowered, and equipped to meet the challenges of the future is essential.

You are a person of great influence. If you could start a movement that would bring the most good to the most people, what would that be? You never know what your idea can trigger. 🙂

If I could start a movement that would bring the best to the most people, it would be centred around education and empowerment through technology. I believe that providing access to technology and digital literacy can unlock immense potential, especially in underprivileged and underserved communities across the globe. I envision it to take shape by bridging the digital divide and ensuring that people from all backgrounds have the opportunity to learn, innovate, and contribute to the digital economy.

How can our readers further follow your work online?



Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!

About the Interviewer: Cynthia Corsetti is an esteemed executive coach with over two decades in corporate leadership and 11 years in executive coaching. Author of the upcoming book, “Dark Drivers,” she guides high-performing professionals and Fortune 500 firms to recognize and manage underlying influences affecting their leadership. Beyond individual coaching, Cynthia offers a 6-month executive transition program and partners with organizations to nurture the next wave of leadership excellence.