Navigating Growth and Diversity: Dulce from QSRP's International Talent Program

Who are you today, after completing almost the entire Talent Program? Can you briefly tell us about your background and what led you here?

Today, I’m someone who understands the food and beverage industry not only from the technical side but also through the lens of business, culture, and execution; someone who thrives in multicultural environments, seeks out challenges, and adapts to situations with empathy and structure. I was born and raised in Paraguay, and I lived several years abroad (Costa Rica and U.S.) during my childhood due to my dad’s career. I studied Food and Chemical Engineering and started my career in the beer industry at AB InBev where I have worked in Paraguay and Argentina, handling logistics, brewing innovation and cost-efficiency projects. I wanted to expand my understanding of business and step out of my comfort zone. That’s what led me to Europe for a master's in food & Beverage Management across Italy and France — and eventually, to the International Talent Program of QSRP, a company that, like me, is hungry for growth, deeply rooted in food culture, and unafraid to bet on potential.

How have the different rotations across departments and countries shaped your professional growth and your perspective on working in an international company?

At O’Tacos in Paris, I had my first exposure to franchising business model and was impressed by how a brand could grow so fast while keeping a strong identity. Working closely with the Leadership team on strategic projects, taught me to act at the same time with speed and structure.

Then at Burger Brands Belgium in Antwerp, I moved into a more complex, cross-functional role supporting both Burger King and Quick. My work touched many areas: from asset and maintenance management to guest experience and digital tools. Being exposed to different business models, consumer bases, and team cultures helped me become more agile, a better listener, and much more attuned to both local relevance and global standards.

Midway through that rotation, I was asked to support Nordsee in Germany and Austria during the early stages of what is now the Business Transformation Office. Working on such a strategic project — in collaboration with a consulting firm — challenged me deeply as I had to bridge different stakeholders' perceptions and communication styles.

Working in different countries and departments taught me how to quickly decode a team’s culture, identify where I can add value. Professionally, I’ve grown by learning to speak multiple "languages" — from operations to marketing, from field execution to central strategy. Personally, I’ve learned to listen more, question my own assumptions, and become more intentional in how I communicate and connect with others, and that diversity, when well-managed, can be a superpower.

Which project or experience during the program has challenged you the most and contributed the most to your development?

Supporting Nordsee and the creation of the Business Transformation Office was the most challenging and enriching experience of the program.

It happened fast — I had only been four months in BBB when I was asked to step in. Suddenly, I was joining meetings with C-level stakeholders, working with a strategy consulting firm, and helping shape long-term plans. What made it so meaningful was how real it felt. This wasn’t a simulation or an internal exercise — it was a complex, high-stakes transformation project, and I had the chance to contribute to it from the ground up matching on my desire to go beyond execution and learn how business is built.

The learning curve was steep. Nordsee operates in a very different market from my previous rotations — with different guest behaviours, operational challenges, and cultural nuances and here were the value lessons: every brand within QSRP has its own DNA, its own market reality — what works in one context doesn’t necessarily work in another. Learning how to adapt initiatives to different business realities across cultures still maintaining a shared vision was a great lesson.

It made me feel like a true contributor to the future of QSRP and helped me realize that I’m not just a projects executor, but also someone who can help shape direction.

And to be fully honest, it wasn’t all sunshine and rainbows.— moving countries, starting over, navigating bureaucracies, filing tax declarations in different systems and languages, even using sign language or translation apps just to get things done — those were the behind-the-scenes challenges that taught me resilience, empathy, and the ability to read the room. That experience showed me that growth comes not only from doing the job, but from building the life around it, and staying open to everything it teaches you.

How do you feel this program has prepared you for the next steps in your career and what are your ambitions moving forward?

The program has prepared me by stretching me in every direction — professionally, culturally, and emotionally. It taught me to think strategically, connect dots across functions, and trust my instincts even when I don’t have all the answers. I’ve become much more strategic, but also much more practical  and most importantly — how to listen before acting.

But beyond the skillset, the program also shaped how I see leadership. I learned that leading isn’t about having all the answers — it’s about listening, adapting, enabling others, and staying accountable through uncertainty.

Looking ahead, I want to keep growing in the food and beverage world. Specifically, I want to continue growing within the QSRP ecosystem. This company gives you the chance to make a real impact if you’re willing to take ownership and stay curious. I would love to keep working at the intersection of strategy, innovation, and execution — especially on projects that enhance the guest experience. Good service equals happier guests.

I’d like to lead teams and drive change — but always with my feet on the ground and my heart in food, my goal is to become a leader who connects across brands, functions, and markets — someone who doesn’t just deliver results, but builds bridges, develops people, and helps shape the future of food experiences.

Who would you recommend applying for this program, and why?

I’d recommend this program to people who are hungry for growth. You must be curious and like to challenge yourself and others, with no perfect roadmap. It’s for those who want to understand the business from all angles, and who are willing to step outside of their comfort zone repeatedly.

You don’t need to have all the answers — but you do need to be willing to find them. If you're someone who learns by doing, enjoys fast-paced environments, and is excited by cultural diversity, this is the perfect program.

Looking back at your three rotations, what are the main lessons you have learned that you would share with future talents?

1. Invest in your community — moving around is exciting but also hard. Building relationships and creating small anchors wherever you are can make the difference. This is not a solo journey. The connections you make across teams and countries will shape your experience and open unexpected doors.

2. Be proactive, not perfect — You won’t always have the full context, but taking initiative is better than waiting for the “right” moment.

3. Don’t be afraid to ask questions early and often — even if they feel basic, curiosity shows engagement. Some of the best insights I gained came from simply daring to ask, “Why do we do it this way?” or “What does this acronym mean?” — and those questions often opened doors to deeper understanding or even improvement opportunities.

4. Also, learn to adapt your communication to your audience. A good idea poorly communicated won’t land. You need to read the room — is it a C-level meeting? A local ops team? A cross-functional workshop? Each one requires a different approach. Tailoring your message doesn’t mean changing your values — it means increasing your impact.