Mauro Alberto Magnasco Ghirardelli

I was born on 27 October 1983 at Clínica Reñaca, in Chile's Valparaíso Region.

I spent part of my childhood in the Valparaíso Region and later moved to Santiago. I attended schools in the German tradition, including the German School of Valparaíso and the German School of Santiago.

I then entered the Pontifical Catholic University of Chile, where I studied Integral Design between 2002 and 2007. Years later I completed an Executive International MBA at the same university, between 2009 and 2011.

My schooling included German language studies and certifications tied to the German education system. Besides Spanish, I developed knowledge of English, German and Portuguese, the latter during my professional residence in São Paulo, Brazil.

I began my professional career in areas related to design, communications and marketing.

A significant part of my early career took place at Puma, where I held various marketing responsibilities in Chile and later across Latin America.

In 2010 I was quoted by La Tercera as head of Creative Marketing for Puma Latin America, in connection with a collection developed by the company to strengthen its presence within sneakerhead culture. The project brought together tattoo artists from Chile, Argentina, Brazil and Mexico to develop designs inspired by their own countries, as part of the Latin American bicentenary activities.

I later lived and worked in São Paulo, where I took part in the marketing management of Puma Brazil and in initiatives tied to the international Puma Social platform, a company strategy linking sport, nightlife, culture and socialising.

I subsequently took on regional responsibilities in digital marketing for Latin America.

In February 2013, Expansión magazine identified me as regional Digital Manager for Puma Latin America in an analysis of the digital strategies used by the leading sports brands. In that context I argued that the success of a digital campaign should not be measured solely by the raw number of followers or interactions, but by the quality of the interaction generated with consumers.

This stage of my career unfolded during a period of rapid transformation from traditional advertising towards social media, digital content and direct interaction between brands and consumers.

After my corporate experience, I took part in projects linked to entrepreneurship and digital platforms.

Among them was Globo Rojo, first developed around 2013 and formalised as a venture during 2014. The platform explored mechanisms for discovering, rating and recommending digital content through social reputation systems.

I also took part in communication and digital marketing initiatives, among them PIMP.cl, and carried out teaching and training activities related to e-branding and e-commerce.

Between December 2012 and September 2013 I lectured on an eBranding diploma at the Santiago Chamber of Commerce, according to my public professional record.

My work during this period also included business consultancy and projects related to strategy, communications and digital transformation.

El Torreón Export Limitada is an agricultural company based in San Carlos, Ñuble Region.

The company traces its origins to 1969 and specialises in farming, fruit production, processing, packing, cold chain and export.

Available legal records show that El Torreón Export Limitada was incorporated by public deed on 22 January 2002, registered with the Chillán Commercial Registry and published in the Official Gazette on 29 January of the same year.

Corporate documentation published subsequently identifies me as one of the company's partners.

Over the following decades the operation evolved from an activity mainly tied to apple production towards an integrated farming model that added other fruit species, processing and storage infrastructure, and direct export.

A public description of the company’s corporate identity project characterises El Torreón as a fruit-growing and exporting company based in San Carlos, run by the third family generation. The same source describes the shift from production originally concentrated on apples towards a structure that also includes blueberries and cherries.

El Torreón Export is mainly engaged in growing and selling blueberries, apples and cherries, alongside other farming activities.

Publicly available foreign trade records show exports of blueberries and various apple varieties to markets such as India, the United States, the Netherlands, Argentina and China.

Chile’s Agricultural and Livestock Service (SAG) lists El Torreón Export among exporters with a current operational agreement.

Other SAG records have also identified the company among the exporters authorised for various agricultural products.

The operation covers growing, harvesting, grading, packing, cold storage and preparing fruit for export.

The adoption of technology has been one of the areas I have developed during my management.

In July 2025 the Faculty of Engineering at Universidad del Bío-Bío hosted me, as general manager of El Torreón Export, together with company representatives, to explore opportunities for technological collaboration.

The visit included facilities for digital fabrication, automation, advanced manufacturing and robotics.

As a result, the university reported that both institutions agreed to move forward with an Applied Research and Technology Transfer project, aimed particularly at finding solutions to optimise transport and palletising processes within the farming operation.

This line of work sits within a broader strategy of bringing automation and technological tools into processes traditionally intensive in manual labour.

I have taken part publicly in the debate on controlling Lobesia botrana — known as the European grapevine moth — and its effects on Chilean fruit exports.

The presence of the pest led to phytosanitary restrictions that were particularly relevant for blueberry growers in Ñuble and Biobío exporting to the United States.

For years, shipments from certain areas had to undergo methyl bromide fumigation, a treatment that affected the fruit’s organic status and could impair its post-harvest behaviour.

In July 2020 El Torreón Export launched a regional campaign to step up control of Lobesia botrana. I said at the time that the United States fumigation requirement represented a major break in the blueberry cold chain.

That September I published a column in PortalFrutícola advocating a Systems Approach as an alternative to compulsory methyl bromide treatment for orchards able to demonstrate adequate phytosanitary conditions.

The United States subsequently approved the system during 2020.

In 2021, when public funds were approved to fight the pest in urban areas of Ñuble, I again stressed the importance of controlling Lobesia botrana in order to keep organic blueberries' access to the United States market.

I have also spoken publicly on the international competitiveness of the Chilean blueberry industry.

One of the main issues I have addressed is Peru's rapid growth as a global blueberry producer and exporter, a shift that changed the trade windows in which Chile had historically competed.

In 2023, assessing Ñuble's farm export season, I noted that the normalisation of international logistics chains had improved conditions compared with the previous season, though I voiced concern about the growth of Peruvian production and the effect of the exchange rate on Chilean growers' returns.

That same year, in remarks reported by La Discusión, I analysed the effects of Peru's weather on international supply and argued that lower availability of Peruvian fruit could temporarily represent an opportunity for the Chilean industry.

I also warned about the reduction in area and output the Chilean blueberry industry had undergone in previous years.

Another area in which I have appeared in the media is the availability of workers for the harvest.

In September 2025, La Discusión quoted me as general manager of El Torreón Export in a report on immigration and agriculture in Ñuble.

I argued that migrant workers had become considerably important for the region's agriculture, especially after the labour shortage experienced since 2021.

In December 2025 I also took part in efforts related to formalising temporary farm hiring during Ñuble's periods of peak labour demand.

The issue is particularly relevant for labour-intensive crops such as blueberries and cherries, whose harvest periods require a considerable, temporary increase in workers.

During my time at El Torreón Export I have taken part in various forms of collaboration between the farming sector, public bodies and trade organisations.

In June 2020, during a visit by the Minister of Agriculture to Ñuble, officials toured El Torreón Export’s plantings and packhouse to learn about the company’s production practices.

On that occasion I highlighted the combination of family tradition and modernisation in the company's farming processes.

I have also maintained ties with export sector organisations. In 2021, the Chilean Fruit Exporters Association circulated among its members a publication I requested — the organisation identified me as manager and partner of El Torreón Export — on fraud risks in the international fresh fruit trade.

The move from the corporate world to farming also led me to write about the differences between urban and rural life.

In a column published in 2020 under the title “El cambio de Switch”, I reflected on the advantages and drawbacks of living outside the big cities, mentioning access to services, connectivity, contact with nature, available space, safety and quality of life.

I wrote the column during the COVID-19 pandemic, and it suggested that the restrictions of that period might lead people to reconsider their personal priorities and the relationship between working life, surroundings and wellbeing.

We are Small Turismo, a group of friends brought together by a passion for sports cars. We call ourselves that because we don't want to be a huge group, but a close-knit team, where trust and good spirits come first.

We are not the kind who keep their cars locked away as garage queens. We like taking them out on the road, feeling the engine and sharing the experience of really driving. At Small Turismo, every outing and every conversation brings us closer as a team that enjoys its cars and its friendship. We are a non-profit community, and the only point is to have a good time.

So welcome to Small Turismo, a team where cars are lived on the road and camaraderie is what holds us together.

My career is marked by a combination of disciplines uncommon in a traditional farming path: design, branding, digital marketing, technology and, later, fruit production and international trade.

My professional transition can be divided into three main stages:

1. Design and marketing, with an emphasis on brands, culture and communication.

2. Digital marketing and technology entrepreneurship, coinciding with the growth of social media and digital platforms.

3. Agriculture and export, applying management, technology, communication and design tools to a family farming company.

El Torreón’s evolution during this last stage has included diversified production, direct export, packing services for third parties, modernised processes and the exploration of automation technologies.

Spanish is my mother tongue and I have knowledge of English, German and Portuguese.

My public professional profile records Spanish, English and German, while Portuguese I developed mainly during my professional residence in São Paulo.