Financial Analyst
- Head of Financial Advisory Program
Consulate General of Mexico in New York
September 2024 - August 2025
As Financial Analyst and Lead of the Financial Advisory Program at the Consulate General of Mexico in New York, I worked in two complementary capacities. I provided direct financial guidance to members of the Mexican immigrant community across New York State, and I built and led the program itself from the ground up.
The initiative was designed as a migrant-focused financial inclusion program, intended to support a population that often faces meaningful barriers to financial participation. Many participants had limited prior exposure to banking, taxation, investing, retirement systems, or financial tools in either the United States or Mexico, and this reality shaped both the design of the program and the way each advisory interaction was approached.
01
Program Design & Research Foundation
I built the program from the ground up, with no preexisting framework within the consular system to draw from. The foundation rested on a structured research phase that combined field research, community surveys, testimonials, and the analysis of prior community initiatives that had not produced sustained results.
I gathered input from more than 1,000 survey interactions, primarily with migrants and immigrant families, who shared which financial knowledge, tools, and resources they considered most absent from their personal lives and within their communities. That information shaped the curriculum, defined the service scope, and informed the structure of both in-person sessions and group seminars.
This was a largely unprecedented effort within the consular system, which meant that much of the early work involved developing methodology rather than following one. The design phase combined research methodology, community data gathering, and program architecture, with the objective of building something that responded to documented needs rather than assumptions about them.
02
Institutional Partnerships & Expansion
A central part of the role involved both creating and expanding institutional partnerships. Beyond the founding partners of the program, I led the institutional outreach effort that brought more than ten additional collaborators into the initiative. These included major Mexican public financial entities such as CETES Directo and CONSAR, alongside additional U.S. and Mexican financial and public-sector organizations such as JP Morgan Chase and Santander.
Each new partnership required identifying institutional alignment, defining the scope of participation, and ensuring that the resources contributed mapped to the genuine needs of the community we served. Expanding this network deepened the Consulate's position as a credible bridge between formal financial institutions and the immigrant population in New York, while broadening the range of products and topics available to participants.
03
Direct Community Advisory
Direct advisory work was the operational core of the program. I personally led more than 5,000 face-to-face financial advisory interactions, in addition to delivering over 100 seminars to community audiences. The work was practical rather than purely educational, with the objective of guiding migrants through their integration into formal financial systems on both sides of the border.
Sessions covered remittance systems, IRS compliance and U.S. tax integration, AFORES and the Mexican pension framework, CETES Directo and other Mexican money market products, U.S. financial products, cross-border financial tools, and the foundations of investment education.
For many participants, these conversations represented their first structured interaction with topics such as taxation, retirement planning, or formal banking, which placed real weight on the clarity and accuracy of the guidance provided.
04
Operational Structure and Scalability
The program also required building operational structures that had not previously existed within the consular environment. I developed the foundational methodology, service frameworks, and performance indicators (KPIs) that governed how the program was delivered, measured, and refined over time.
Once operational, this structure proved adaptable beyond financial advisory. Other consular support areas, including health, education, and sports services, drew on the same operational model to inform the design of their own community-facing programs.
The program's methodology, KPIs, and overall structure were later formally presented to the federal government and the broader Mexican consular network, with the intention of supporting institutional replication and adaptation across other consular representations. The framework was offered as a reference model rather than a centralized mandate, allowing other offices to adjust it to their own contexts and priorities.
05
Reach, Growth & Impact
One of the program's most distinctive outcomes was the pace at which it scaled. Within only six months, the initiative reached a cumulative audience of more than 550,000 individuals and grew its engagement by 140 percent, positioning the New York consular representation as the office with the highest reach and growth across the network during that period.
The program was later recognized by Broxel Operations USA as the Best Practices Financial Advisory Program across the Mexican consular network worldwide, an acknowledgment of both the design of the initiative and the consistency of its delivery.
Beyond the figures, the program's broader contribution was the demonstration that financial inclusion for migrant communities is achievable when institutional access, clear methodology, and sustained direct engagement are aligned.