True Retention Is Choosing to Stay: Bonda

Q: What inspired you to create Bonda? How did it all start?

A: Bonda began as a response to a personal need. My co-founder and I faced challenges accessing benefit programs as students in Argentina due to credit card and voucher limitations. To solve this, we created a discount club via SMS, which quickly gained traction. Our early campaigns focused on accessibility and simplicity: a smartphone should not just show your location; it should provide real discounts.

Soon, large companies approached us to adapt the solution for their employees. This shift revealed a broader need: companies wanted to enhance their value proposition but lacked the tools to do so effectively. Initially, we launched under the name "Cuponstar" because we focused primarily on discounts. However, as our value proposition matured to encompass three key pillars, financial wellness, physical and mental wellness, and education, we realized the brand needed to evolve. That is when we rebranded to Bonda, a name that references "bond," symbolizing the connection between companies and their people.

Q: What are the main challenges HR teams face today when it comes to employee retention and engagement, and how does Bonda’s personalized benefits platform help address these issues?

A: At Bonda, we view employee loyalty as more than just retention; it is about ensuring that employees choose to stay with the company every day. The key to this is aligning the company’s purpose with the individual’s purpose. Today, employee loyalty is about crafting a comprehensive value proposition that goes beyond just remuneration. A company must make its employees feel valued, understood, and heard.

One of the main challenges HR teams face today is creating personalized proposals that keep employees engaged. Employees’ needs vary depending on their life stage and circumstances, so a one-size-fits-all solution will not suffice. Bonda addresses this challenge with our personalized benefits platform, allowing companies to offer tailored benefits to diverse employee groups, from frontline workers to those with families or younger employees just starting their careers.

Q: How does Bonda ensure that this feedback cycle remains dynamic and adapts to changing employee needs?

A: An effective feedback loop requires both listening and acting. We launch benefit initiatives, measure their impact, and gather employee feedback through metrics and direct conversations. This qualitative input helps us refine our approach and adapt offerings to stay relevant. For instance, we use customer satisfaction surveys (CISA) to collect real-time insights after benefits are utilized, which allows us to identify what works and what needs improvement. In parallel, we monitor market trends and regional needs to ensure our platform evolves with employee expectations.

Q: How do you measure employee needs, especially when dissatisfaction is expressed? How do you translate that into a specific benefit?

A: By engaging in conversations with employees and asking the right questions, we can uncover what is most important to them. To ensure we receive clear, actionable data, we use expert-crafted surveys. Every year, we release our HR3 survey, which provides comprehensive insights into the benefits landscape across the region.

For example, recent data shows that only 31% of employees in Mexico have access to wellness programs, and just 53% have access to training opportunities. These insights help us pinpoint areas where employers can better support their teams. We then translate this data into one of Bonda’s three core pillars: financial wellness, physical and mental wellness, and education. Each offering is designed to meet specific, identified employee needs, ensuring measurable impact.

Q: How do the challenges in Mexico differ from those in other Latin American countries, especially concerning employee benefits and engagement?

A: In Mexico, one of the key challenges is authenticity. Employees value authenticity from their companies, which is essential for fostering genuine emotional connections. When benefits are aligned with the real needs of employees, it enhances the sense of belonging and improves engagement. We have found that companies that actively listen to their employees and offer benefits catering to their needs strengthen this bond.

Compared to other Latin American countries, Mexico places more emphasis on internal clients: employees themselves. However, there is still a gap, as some companies in Mexico fail to prioritize internal clients to the same extent as external clients. This gap presents an opportunity for improvement.

Q: How does Bonda use technology to enable all of this?

A: For us, technology is both an enabler and a facilitator. The pandemic accelerated digital transformation across industries, and we were quick to embrace this momentum. What many traditional companies had to scramble to implement, we already had in place. While we are a young company with a strong tech mindset, we continually ask, “What can we implement next to improve a process or solve a problem?”

However, we focus on using technology where it truly adds value: automating repetitive tasks, increasing efficiency, and simplifying access. Our product team is agile and constantly developing new ways to ensure technology is an ally, not just a trend.

Q: What guidance would you offer to smaller businesses to help them get started in implementing a benefits program?

A: Start small. There’s no need to launch a comprehensive program all at once. Begin with small, high-impact initiatives that can make a difference.

Smaller companies have a unique advantage: they are closer to their employees, allowing them to gather feedback quickly and assess the team’s mood in real time, enabling rapid adjustments. Although smaller businesses may lack large HR departments or dedicated benefit specialists, affordable and scalable tools are now available to help them implement such programs. What was once a costly and complex undertaking is now completely feasible.

Employees deeply appreciate these efforts. It is not just about the benefits themselves, but the gesture and the expression of care. When a company demonstrates empathy, it fosters a deeper, more meaningful relationship with its team.

Q: How will Bonda measure success by the end of 2025? What are the key outcomes you are targeting?

A: First, we want to attract more clients. We want to work with more companies and help improve employee well-being across the board. Second, we seek greater engagement. We track KPIs to assess how well our platform is performing, including not only the implementation of benefit programs but also their communication. A great strategy or policy is useless if employees do not know it exists.

Our mission is twofold: provide the platform and partner with companies to ensure employees understand and use it. The goal is not just to check a box, but to generate a real and positive impact. Ultimately, we believe that when employees are better supported, business results improve. That is the cascading effect we aim for. We are clear on our vision and confident in the path we are taking. We are committed to improving our offering, listening closely, and genuinely helping wherever we can.

Bonda is a tailored benefits platform, focused on the experience of the company’s employees or clients.