Yadira Santos

I owned and ran two restaurants. I spent seven years running a training centre, building partnerships with government agencies. I advised on technology and telecoms business development. And I closed that chapter as Sales Director for a telecom's government division in Puerto Rico, accountable for every state and federal government account on the island.

Then I ran a furniture business of my own for sixteen years. I started it in North Carolina and kept it running through a move across the country — the sourcing, the selling, and every customer relationship in it.

Part-way through that I trained more than two hundred new people for a national food company, in group classes and one to one, while the division they were joining was being merged into another one.

What I bring to Anacay is the part most technical practices get wrong: knowing how a business actually decides to buy something, what it costs an owner to change how they work, and why a recommendation nobody will follow is worth nothing.

I own the majority of Anacay and I run it. That is not a credential — it is how the company is structured and how it operates.

Where I work: the rooms. Chambers, associations, practice-manager groups and owner networks across Pinellas and Hillsborough. If we have met, it was probably one of those.

If we have not met yet

I would rather meet you in a room than have you decide about us from a website. Since we have not, this is the same conversation starting somewhere else. Tell me what is not working, and I will tell you honestly whether we are the right people for it. Sometimes the answer is no.