Meet Pablo Ylarri, Senior Product Marketing Manager at SoFi's Tech Platform, Galileo Financial Technologies. Pablo's career has been a dynamic blend of finance, technology, and education. With an MBA and over 16 years of experience teaching Corporate Finance at a local university, his combination of academic rigor and practical experience in banking and fintech has been a cornerstone of his professional journey.
Pablo began his career at Galileo, leading two teams in the Product organization. After a restructuring due to an acquisition, he transitioned to an Engineering Manager role, leading a team of engineering architects at Galileo. While Pablo gained insight into the market and client needs, he was able to identify a gap within the Latin America market and eventually pitched the role of a regional Product Marketing Manager (PMM) to leadership.
You started your career leading an engineering squad which led you to identify a critical gap in the market—the absence of a product marketing role for your region. Tell us about how that manifested.
Pablo: In 2023, I was leading a specialized core banking team that guided other product teams on structural topics. When I connected what I was learning outside the company with what I was seeing inside was the moment that I understood how much the organization could benefit from someone sitting in a traditional product marketing manager role. Our sales and customer success teams in Latin America were doing a great job, but I noticed that they didn't have someone focused on shaping product narratives for the region. Product teams were innovating quickly, but their messages weren't always fully adapted to local context or market dynamics.
I started to see that a dedicated PMM could play a valuable role in connecting those dots, helping to make product stories clearer and more relevant for the region. It wasn't about creating something entirely new, but about bringing structure and focus to something that was already happening in different ways.
How did you go about building a business case for this role?
Pablo: When I began shaping the case for a regional product marketing role, I first examined the organization's structure. We had strong teams in sales, customer success, and product, both in North America and in Latin America. There was some marketing support in LATAM, but the marketing function was primarily focused on the processing business. That structure left a noticeable gap; there should be someone focused on our LATAM market with experience in digital banking solutions who can translate technical capabilities into clear narratives for local clients.
When pitching this role to leadership, I showed how the absence of a PMM limited growth. Sales leaders in the region needed tailored go-to-market materials. Product teams needed someone who could position their innovations in ways that resonated with banks and fintechs in LATAM. And leadership needed confidence that our messaging was consistent across all parts of the SoFi Technology platform.
Your story demonstrates a high degree of initiative and an entrepreneurial spirit. How would you say SoFi's culture helped empower you to take ownership of your career?
Pablo: What I've experienced at SoFi and Galileo is a culture that not only embraces new ideas but also expects them to emerge and thrive. There is space to challenge the status quo, and leaders are willing to listen if you come with data, passion, and a clear plan. For me, that meant being able to raise my hand and say, "We need product marketing in Latin America." Instead of being dismissed, I was asked to make my case. That simple openness made all the difference.
That environment gave me the confidence to propose a role that didn't exist and to take ownership of building it. And once I was in the role, the same culture encouraged me to keep pushing boundaries, whether in how we approach go-to-market or how we tell our story across three languages and many countries. The support of the leaders I have had was (and continues to be) critical.
What advice would you give to other employees who see a need within the company and want to propose a new role or initiative to leadership?
Pablo: My main advice is: don't wait for permission to see opportunities. If you notice a gap that could make the business stronger, start shaping the solution yourself. Collect data, engage with stakeholders, and craft a narrative that links the problem to tangible outcomes. Step outside your lane, propose something different, and if it makes sense for the business, you'll find support. It's not about hierarchy, it's about contribution.
Looking back, what does your journey from leading an engineering team to the first regional product marketing manager say about SoFi’s culture?
Pablo: Looking back, my journey says a lot about career mobility at SoFi and Galileo. I entered through an acquisition, which can sometimes feel uncertain. But instead of being sidelined, I found space to grow.
Becoming the first regional PMM wasn't just about me pushing boundaries; it was about the company being open to new paths. My journey highlights opportunities that exist at SoFi Technologies for people who are willing to build. You don't need to follow a predefined track. If you identify areas where you can add value and take ownership, the company will recognize and support you. My career story has been about proving that within this ecosystem, career paths are not fixed; they're created. And that's a powerful message for anyone looking to grow.
©2025 SoFi Technologies, Inc. All rights reserved.