Independent / Fractional & Advisory EngagementsMaria Shrayber
Strategic operator for growth, partnerships, complex market entry, B2B and B2G revenue, AI-enabled execution, and commercial emergencies.
I have spent more than 15 years operating across LATAM and China, building commercial pathways where market dynamics, suppliers, compliance, pricing, documentation, and stakeholders all have to align.
My work sits at the intersection of enterprise deal architecture, partnerships, government procurement, supplier ecosystems, market entry, AI tooling, and crisis execution.
I founded and operated Armada LED in the Dominican Republic, building and executing a regulated government and infrastructure project portfolio with more than $39M in wins. The work required tender strategy, supplier coordination, China manufacturing relationships, documentation control, stakeholder management, and commercial execution under pressure.
I am most useful when there is no clean playbook: entering a new market, building a revenue channel, rescuing a supplier situation, structuring a tender pursuit, aligning partners around a complex commercial objective, or turning scattered work into an AI-enabled operating system.
Languages: Spanish, English, and Russian
Operating principles
“Relationships are the infrastructure everything else runs on.”
In complex markets, the quality of your relationships determines the quality of your information, your access, and your options when things break.
“Documentation is a weapon.”
In regulated environments, the team with the best documentation wins. Not because documentation is exciting, but because it creates leverage that cannot be manufactured after the fact.
“Curiosity is not soft. In high-stakes environments, it is one of the sharpest tools you have.”
The willingness to ask the obvious question, to challenge the accepted constraint, to look at the situation from the other side of the table - this is how you find leverage that others miss.
“Supplier failure is not a risk. It is an expectation.”
The question is not whether a supplier will fail. The question is whether you have the documentation, relationships, and on-ground access to recover when it happens.
Most executives talk about entering LATAM.
I have spent 15 years actually doing it.
Not in the abstract. In the field. Where friction is real and the stakes are operational.
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