From Jorge

This week has a common thread, even if it doesn’t look like it at first glance. On one side, 1,800 athletes are getting ready for their moment at Ironman 70.3 Los Cabos, months of early mornings and disciplined training coming down to one race day. On the other, the possibility of a direct Dubai – Cabo connection by 2030. It sounds ambitious, and it is, but ambition without roads, water, airport capacity, healthcare, and real urban planning is just good marketing. And in between those two stories is a quieter shift: Mexico isn’t just where people come to retire anymore. It’s where they want to age well, if we build the systems to support that.

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Subject of the Week

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There’s a quiet shift happening in Mexico, and it’s not about tourism or real estate.

It’s about care.

For years, Mexico has been known as a place to retire well. Increasingly, it’s becoming a place to age well, with dignity, structure, and compelling economics. According to “The Essential Guide to Senior Care and Assisted Living in Mexico for Expats” assisted living in Mexico typically ranges from $1,650 to $2,450 per month. In the United States, the national average sits near $4,900, and in many coastal cities exceeds $7,000 monthly.

That difference is not marginal; it’s structural.

Annual savings can approach $30,000 to $40,000 dollars. But the story is not only about price.

Many Mexican assisted living facilities operate on a flat monthly model, even as care needs increase. In contrast, U.S. pricing often escalates step-by-step as assistance levels rise. That predictability alone changes the emotional equation for families.

But the deeper differentiator is personalization.

Facilities in Mexico commonly house 15 to 20 residents, compared to U.S. averages closer to 45. Smaller scale often translates into:

Lower labor costs allow many facilities to staff trained nurses, and in some cases an on-site physician, a model that is increasingly rare north of the border.

Care becomes relational rather than procedural, and that difference matters.

Mexico’s senior care landscape is evolving:

But affordability does not eliminate complexity.

Medicare does not extend to Mexico. Advance healthcare directives from the U.S. or Canada are not automatically valid. Hiring caregivers requires compliance with Mexican labor law and IMSS registration.

The opportunity is real. So is the need for structure.

Facilities alone do not create a care system.

Families need coordination:

Mexico already has cost advantages. What it increasingly needs, and what represents the next stage of development, is infrastructure that connects families, caregivers, facilities, and medical providers into one coherent, transparent network.

In other words: Not just places. Systems.

The future of aging well in Mexico, and anywhere else, as a matter of fact, may not lie solely in building more residences, but in developing structured caregiver networks that integrate:

When care is coordinated across multiple actors, outcomes improve, not just emotionally, but economically.

Globally, informal caregivers carry enormous healthcare burdens. When properly supported, coordinated caregiver systems reduce unnecessary emergency room visits, hospitalizations, and fragmented care decisions.

That shifts the conversation from retirement arbitrage to healthcare efficiency.

North American demographics are not slowing down.

The U.S. baby boomer generation is entering advanced aging years. Mexico’s own population is aging at one of the fastest rates in Latin America. Meanwhile, the expat community within Mexico is maturing.

Demand is not speculative; it is structural.

The question is whether Mexico remains simply a destination or becomes a model.

What Would a World-Class Model Include?

If Mexico were to intentionally develop a caregiver infrastructure that expats and domestic families alike could trust, it might include:

Trust is built through standards.

Standards create scale.

Scale attracts investment.

This doesn’t require a national overhaul.

A pilot model could begin in one region, for example, Los Cabos, or La Paz, or some other town:

Start local. Design carefully. Scale deliberately.

I am exploring the idea of contributing to or participating in a next-generation caregiver service model in Mexico, one built not only on affordability, but on transparency, compliance, and quality standards that families can trust.

This could involve:

This is not about building another facility.

It’s about building a system.

Aging is inevitable.

Disorganization is not.

If you see the demographic wave forming and believe Mexico can lead intentionally rather than react passively, I would welcome a conversation.

Contact me at: [email protected]

Because aging well is no longer just a personal decision.

It is becoming an economic sector.

And sectors, when structured correctly, create both impact and opportunity.

The window is open.

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Some events fill rooms.

Others fill a town with purpose.

Ironman 70.3 returns to Los Cabos on April 26, 2026, bringing 1,800 athletes from more than 45 countries to compete in one of the circuit’s most demanding settings.

The format is simple to describe and difficult to survive:

But what defines this event is discipline.

I’ve seen that commitment up close.

My sister and my brother-in-law have competed in Ironman races in Cozumel and Los Cabos. Watching them prepare is like observing a controlled experiment in human discipline.

The training schedule alone deserves respect. Pre-dawn swims. Weekend bike rides that seem to cover half the peninsula. Runs that make most of us reconsider our life choices by mile three.

And then there’s the diet.

Strict doesn’t quite cover it. Precision might. Meals weighed, timed, and measured. No spontaneous tacos. No “just one more.” No dessert negotiations. Family dinners turned into macro-calculated performance briefings.

I’ve joked that watching their nutrition plan requires its own endurance medal.

But sarcasm aside, it’s admirable. Completely.

Because it isn’t about aesthetics or casual fitness. It’s about preparation for a day that will test every muscle and every ounce of mental clarity.

An Ironman is not a hobby.

It’s months of structure for a single day of reckoning.

When they crossed those finish lines, it wasn’t about clock time. It was about will. A testament to endurance, restraint, and an internal standard that doesn’t bend.

If you can participate, do it. It is an experience that tests you and stays with you.

If you can’t, show up. Stand on the course. Cheer until your voice goes hoarse. Feel the energy.

Either way, it’s a unique experience.

And I sincerely hope it becomes a yearly tradition in Los Cabos.

If you want more information, contact: [email protected]

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There’s growing talk of a direct flight between Los Cabos and Dubai by 2030, potentially with Emirates Airlines, which is actively looking to open new long-haul markets. On the surface, it’s an aviation headline. In reality, it’s a strategic signal. A Dubai link would expose Los Cabos directly to travelers and capital from India, Asia, Africa, and Eastern Europe, markets that today face friction connecting through the United States. Remove that friction, and access expands. When access expands, capital pays attention.

From a financial perspective, this isn’t about volume tourism. It’s about positioning. Los Cabos has matured into a portfolio destination, finite beachfront inventory, trophy properties, dollar-linked pricing. A direct Emirates route would formalize the region’s shift from North American luxury enclave to global luxury contender. The logic is clear: better connectivity strengthens long-term valuation dynamics.

But here’s the part we can’t ignore. If we aim to attract this level of global traveler, we need better roads, stronger water infrastructure, smarter urban planning, and tighter regulatory systems. A runway alone doesn’t create a global hub; an ecosystem does. 2030 is a reasonable target, but only if local and State governments treat the next few years as preparation, not celebration.

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A direct flight between Los Cabos (SJD) and Dubai (DXB) by 2030 sounds ambitious.

It should.

Through an Infrastructure + Financial lens, this isn’t just about aviation. It’s about repositioning Los Cabos in the global wealth map. And that’s a much bigger conversation than adding one more long-haul route.

Dubai is not simply another city. It’s a global transit engine, a funnel connecting capital and travelers from India, Southeast Asia, Africa, Eastern Europe, and the Middle East.

A direct route would remove one major friction point: the need to transit through the United States. For many international travelers, that means avoiding complex visa requirements and multi-leg logistics.

When friction drops, access expands.
When access expands, capital pays attention.

This aligns with the region’s shift toward a “quality over quantity” tourism model. Not more visitors, better visitors. Longer stays. Higher per-capita spending. Portfolio-minded buyers, not just vacationers.

In theory, the logic is sound.

Here’s where the math gets interesting.

Los Cabos has a finite supply of:

Global access plus fixed supply equals price pressure.

Not immediately. Not recklessly. But steadily.

Wealth migration is real. High-net-worth families today think in terms of geographic diversification. Political hedging. Lifestyle optionality. Dollar-aligned markets.

Los Cabos fits that thesis.

A Dubai connection would simply formalize it.

If we want to attract global ultra-high-net-worth tourism, we need to build for it.

And we are not there yet.

We need:

You cannot invite global capital into a market running on 1995 infrastructure logic.

2030 is a reasonable target, but only if local and State governments treat this as a structural transformation, not a marketing campaign.

A runway alone doesn’t create a global hub.
An ecosystem does.

This is not criticism. It’s realism.

Vision attracts headlines.
Execution attracts capital.

If done correctly, a Dubai–Cabo route would:

If done prematurely, it risks exposing infrastructure gaps.

That’s the balancing act.

I like the ambition.

Los Cabos has earned the right to think globally. The luxury ecosystem here is real. The market maturity is real. The investment appetite is real.

But I also believe we need to do the work.

Connectivity isn’t just air routes, it’s roads, digital systems, compliance transparency, water planning, and urban enhancement.

If we want 2030 to be credible, we should treat the next five years as preparation, not celebration.

When markets globalize, standards rise.

International capital expects:

That’s not optional at that level.

Tools like Onsite Analytics, Checkit, and QuickCount aren’t marketing features, they’re infrastructure for transactions.

Because when global buyers arrive, clarity is not a luxury. It’s a requirement.

A Dubai flight would not just add a new route.

It would signal a shift from regional luxury to global positioning.

The question is not whether the bridge is possible.

The question is whether we are ready to cross it.

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