Executive Management Report — August 2026

Following the August 10 earthquake in Colombia, FutbolTech temporarily expanded its work into humanitarian response. Its network of teams, companies, partners, and organizations helped coordinate food, water, sports equipment, temporary housing protection, psychosocial support, and direct connections between donors and affected families. At the same time, the Executive Directorate reduced financial commitments, reorganized communications, began structuring an Administrative Management division, and advanced a locally funded international expansion model in Peru.

The campaign “We're All In for Colombia” became the main coordination tool during the emergency, focusing on Valle del Cauca, Risaralda, Chocó, and affected communities in Cauca. • 150 family food baskets valued at approximately USD 2,500. • 200 nutritional supplement bottles valued at approximately USD 2,900. • 50 pairs of soccer cleats valued at approximately USD 1,500. • A USD 1,000 contribution from Vantage. • Water valued at approximately USD 130. • 20 soccer balls and food supplies from Ágape Miami, valued at approximately USD 500. The quantified total reached approximately USD 8,530. This excludes 130 temporary housing tarps, hygiene kits, solar lamps, psychosocial support, technology, consulting, logistics, and human resources contributed by partners.

To protect institutional sustainability, economic support for four teams was temporarily adjusted while their access to the FutbolTech community, platform, training, and institutional support remained active. The measure reduced monthly commitments by USD 1,000 and projects USD 4,000 in savings from September through December 2026. Communications operations were moved in-house under Jaime Velásquez to reduce costs and strengthen coordination among communications, technology, and operations. FutbolTech also began structuring an Administrative Management office for planning, budgeting, financial monitoring, document management, and internal coordination.

Ágape Academy Miami combined immediate humanitarian aid with a methodological session, support for Semillas Verdes, and an agreement to develop the English on the Field program. Pitch Room Uruguay advised on crisis communication, institutional narrative, investor relations, and second-phase funding. The Miami Networking Club relationship was reactivated to support fundraising campaigns, events, business contacts, and partner development. Work with Mi Primer Bitcoin continued on the Financial Education on the Field model for children and families.

FutbolTech Peru advanced into an operational phase with one local funding company, one selected coach, and an implementation meeting. Recruitment and profiling of children is underway, alongside methodological and operational coordination and a review of the legal mechanisms for contributions from Peru. The model allows the local partner to finance basic operations while FutbolTech contributes methodology, platform access, support, training, and its international community. This reduces pressure on the central budget and creates a replicable pathway for other territories.

The communications team produced FutbolTech's institutional video, redesigned the website hero, and developed strategic content around English teaching, financial education, and the role of coaches. • Instagram: 43,863 views, 8,597 accounts reached, and 1,790 interactions; 79.8% of views came from non-followers. • Facebook: 261,800 views, 221,555 people reached, 182,600 three-second video plays, 16,400 interactions, and nearly 2,000 new followers. • TikTok: 150,400 post views, 3,800 likes, 217 comments, 286 shares, and 336 profile visits; 99% of traffic came from the “For You” feed. The strongest opportunity is to convert this expanded organic reach into followers, recurring engagement, and a more consolidated digital community.

The priority for the final quarter of 2026 is to turn the coordination capacity demonstrated during the emergency into a sustained institutional strategy. The organization will execute its September–December action plan, focus fundraising on sustainability and recurring donors, convert commercial relationships into funded projects, strengthen revenue-generating products and services, maintain budget discipline, consolidate administrative processes, and continue post-earthquake support with careful impact measurement.