Some bankers were annoyed that Felipe Uribe was helping their customers stay away. The branch was their shop window, the place where people came to make requests and, perhaps, buy something else. Moving those customers onto a computer or a phone could look suspiciously like escorting business out of the building. Uribe remembers the frustrated meetings. A digital banking channel needed a sales pitch of its own.
There is something wonderfully human about this objection. A customer visible across a desk feels reassuringly present. A customer doing the same business elsewhere requires a different kind of confidence. Uribe’s account of those arguments offers a useful entrance to his career: a long effort to change what financial institutions believe a relationship with a customer should look like.
He co-founded TODO1 with Nathalia Landeta in 2000. The business became iuvity, supplied banking software across the Americas and was acquired by Aquila in 2023. Now the Colombian entrepreneur, based in Fort Lauderdale, is an investor and a co-founder of Certena. Landeta leads that new company. Its subject is privacy, identity and consent. The customer has left the branch; the question of trust has followed them home.
When the managers became the owners
By March 2012, Uribe could put substantial historical numbers behind the move online. Speaking as TODO1’s CEO, he said its internet and mobile services accounted for about 63 percent of its customer banks’ total transaction volume. He also said the company had processed 2.3 billion transactions during 2011. The denominator matters: these were figures about TODO1’s business and customer banks, rather than the entire Latin American banking market.
Transactions processed by TODO1 during the year, as reported by Uribe in March 2012.
The occasion was a partnership with RSA, the security division of EMC, to offer anti-fraud services to banks in Latin America. TODO1 was already supplying online and mobile banking alongside payments, collections and other services. Security was part of the everyday work. Once the screen becomes a principal point of contact, keeping that contact dependable becomes a business responsibility.
Later that year, ownership changed. In August 2012, Bancolombia disclosed the sale of its Panamanian subsidiary’s 47.72 percent interest in TODO1 Services. The buyer was an entity whose beneficiaries were members of TODO1’s management, led by Uribe. A related transaction transferred the bank’s investment-banking subsidiary’s 90 percent stake in TODO1 Colombia to TODO1 Services and certain managers.
Corporate filings have little appetite for atmosphere. This one supplies something more useful: a clear turning point. Uribe and fellow managers became the beneficial owners of the businesses they ran. TODO1 would continue serving the Bancolombia group. The customer relationship survived the ownership change, while the people responsible for operations took on the responsibilities of ownership.
A company on a different clock
Uribe’s education crossed engineering, economics, finance and information systems. He studied production engineering at EAFIT, economics at Berkeley, and pursued an MBA and a master’s in management information systems at Boston University. Those subjects meet naturally in a banking software company: processes, money, systems and the institutions expected to put them to use. The career gave that combination a practical setting.
In December 2021, TODO1/iuvity announced an agreement with Modyo to connect its Open Service Platform with Modyo’s front-end technology. The platform offered more than 300 APIs, the connections through which different software services could work together. Modyo would provide an experience layer. For a bank, the proposition was the ability to assemble customer journeys while connecting to the systems already behind the counter.
It was a partnership shaped around interdependence. Banking software does not arrive in an empty room. Existing systems, third-party services and customer-facing screens have to coexist. Uribe welcomed the agreement as a way of working with outside talent on products. The announcement describes a company building connections across that crowded room rather than expecting a bank to sweep everything out first.
In 2022, after 22 years, TODO1 took the name iuvity. Uribe attached a compact phrase to the announcement: “People First Technology Next.” He described the continuing purpose as making access to money and financial opportunity easier. The name changed; the stated concern remained the person trying to get something done.
“We want TODO1 to transcend all of us and last for more than 100 years”
Felipe Uribe, on the company’s 22nd anniversary
That anniversary brought a more unusual ambition. Uribe wanted TODO1 to endure beyond the people who had built it, for more than a century. He thanked a long list of colleagues and collaborators. It is an expansive clock for a software business, where even a modest product announcement can arrive dressed as the future. A hundred years leaves plenty of room for everyone’s predictions to become embarrassing.
During the first half of 2023, iuvity’s announcements were more immediate. In April it introduced digital banking solutions using micro frontends, an approach that divides the interface into smaller components. Uribe’s stated concern was the gap between customer expectations and financial institutions’ capacity to innovate. The company offered institutions more choice over which components to deploy and maintain.
In May, a partnership with Mambu connected iuvity’s digital banking platform to Mambu’s cloud deposit and loan systems. The prebuilt integration was intended to help financial institutions introduce capabilities within months. Again, the work involved joining parts: the experience a customer sees, the services underneath it and the core systems recording the financial activity. Uribe was still arguing for institutions to adapt faster, with partners helping supply the means.
- 2000TODO1 founded
- 2012Management takes ownership
- 2022The iuvity name
- 2023Aquila acquisition
On August 25, 2023, Aquila announced its acquisition of TODO1 Services, doing business as iuvity. It said the company would continue as an autonomous business unit. Aquila, part of Vela Software within Constellation Software, described its approach in terms of permanent capital and lasting software businesses. Uribe’s century-long wish had acquired a new corporate context. The sale was a milestone in the company’s life; its customers would still need service the following morning.
The other side of the table
Uribe’s next roles put him alongside other entrepreneurs. He became co-founder and managing partner of Corteza Capital, whose other co-founder is chief operating officer Catalina Echeverri. He also became a venture partner at Simma Capital. Simma describes his experience as more than 25 years in finance and digital transformation, including operating and exiting TODO1/iuvity.
Corteza’s stated approach emphasizes businesses that can scale, remain financially sustainable and improve economic opportunity. Technology and data are central to its investment interests. Its website lists relationships with investment organizations as well as initiatives such as CINDE and Promesa. The language extends beyond a product category to the people and communities a business might reach.
Uribe has publicly supported Lumu Technologies and congratulated founder Ricardo Villadiego and his team on the acquisition of Maltiverse. He has also confirmed Corteza’s backing of AIVideo. Those examples take his investing beyond banking software into cybersecurity and video production technology. In 2025, Corteza reported that Uribe and Echeverri attended the VC Latam Summit, including its Demo Day. The former operating executive was spending time with teams making their own case for what should come next.
Permission to start again
Certena brings him back to a familiar collaborator and another institutional habit. Landeta, his TODO1 co-founder and its former operations executive, is CEO. Certena lists Uribe among its advisors; Luis Miguel Bevilacqua is CTO. The company puts privacy at the center of digital identity, with individuals deciding how their personal information is accessed.
Its platform brings together identity, consent and privacy management. The intended relationship involves companies understanding and administering permissions, while people gain visibility and control. In this conception, consent continues to matter after the moment someone first agrees. The product addresses the ongoing relationship between an organization, an individual and the uses of information that connect them.
At the company’s launch in February 2026, Uribe reached for an automotive image: a Ferrari fitted with bicycle tires. That was his comparison for trying to operate open banking while retaining older privacy processes. The mismatch was the point. A system promising new movement needs the supporting machinery to match.
He and Landeta had already spent years working where technical possibility meets an institution’s willingness to change. Certena gives that experience a new subject. Giving people useful control over information asks businesses to reconsider an established relationship. The earlier arguments over the branch offer a precedent for how uncomfortable such reconsideration can feel.
A book for the next chapter
A smaller detail supplies a view of Uribe’s interests outside product announcements. Former colleague Fernando Rosario gave him a copy of Amplifiers for Christmas. Uribe’s response praised leaders who develop people beyond their own expectations. He wrote that he and Rosario had worked together for years and continued collaborating.
His account dwelt on what leaders enable in others, including people beyond their own teams. Read beside the wish for a company to outlast its founders, it suggests a consistent subject in his public reflections: what keeps growing when the original builder steps away. There is room in that question for a business, a colleague and the next team asking for a hearing.
Uribe is working again with people from earlier chapters. The branch argument concerned where a relationship could happen. Certena concerns the permissions within it. The person on the other side of the screen remains central, even as the institutions, ownership structures and job titles change around them.