Bridging Technology and Humanity in the Retail Experience – Interview with Adriana Rivas

Adriana Rivas is a recognized leader in retail technology and the creator of Biwitech, a product line focused on self-service, POS, and digital signage innovation. She serves as a mentor and ambassador at WomenTech Network, leading the Retail Tech & Self-Service Innovation Circle. Adriana is also the author of How to Implement Self-Service Without Failing, an award-winning book that guides retailers through successful technology adoption. Her work bridges innovation, leadership, and inclusion across the U.S. and Latin America. She is passionate about innovation that bridges technology and human experience.

Adriana Rivas, Retail Tech Executive & Lead Creator of Biwitech

Who is Adriana Rivas?

Adriana Rivas is a retail technology executive, author, and innovation strategist dedicated to reshaping how businesses connect technology, efficiency, and customer experience. She is a founder and creative force behind Biwitech, which is a next-generation hardware and software ecosystem that supports retailers and restaurants across the U.S. and Latin America.

She won the Silver Nonfiction Book Award for her book, How to Implement Self-Service Without Failing, by the Nonfiction Authors Association for emerging voices in retail innovation. Also in 2025, Rivas was nominated for Chief in Tech Leader of the Year by the WomenTech Global Awards, where she continues to serve as an official mentor in the "Mentors Who Drive Success” initiative.

Adriana's leadership roles, writings, and mentoring activities reflect her passionate belief in technology's role in making human interactions more straightforward, rather than replacing them. Adriana's contributions have continued to bring innovation, inclusivity, and change to the global retail environments.

What inspired you to focus on retail technology and become a specialist in it?

The reason for my interest in retail technology is that I have seen firsthand how many companies struggled with efficiency, not because they did not try hard enough, but because their technology did not align with their reality. I began my professional life working in accounting and process management, where I saw issues created by unconnected systems. This experience made me realize how much retail can be improved by technology.

As I delved deeper, I began to see that the innovation revolution in retail was about much more than just automation. I developed a fascination with designing innovative solutions that would simplify business and employee operations, while making shopping easier and more human.

That is my purpose. That is what I have used my skills and knowledge for by designing and implementing retail technology such as self-service kiosks, digital signage, and smart labeling. What I have found interesting and continues to keep me enthused about my work is how this technology affects businesses and how individuals engage with technology.

How do you define the core challenge your clients face today?

The biggest challenge I see is that many retailers are trying to innovate rapidly, but they are doing so on top of outdated systems and fragmented processes. Technology is advancing faster than most organizations can adapt, creating a gap between vision and execution.

I see this struggle firsthand with my own business clients, many know that automation, self-service, and AI are all necessary, but it's challenging for them to integrate these concepts seamlessly into their operations without compromising the human element. Retail is, ultimately, about people, employees, and consumers, and if technology is not user-centered, then resistance is created, not progress.

What I often emphasize is that digital transformation isn't about installing more systems, it's about aligning technology with real human behaviors. It's about firms that invest in clarity, usability, and data-informed decision-making, rather than chasing trends.

What unique approach do you bring to solving that challenge?

I have always believed that one should start with people, and not with technology. Before undertaking any design, I take the time to understand how teams work, identify areas of friction, and determine what matters most to the overall customer experience. It is only then that we design or deploy technology for such a situation.

I think innovation can fail if it is imposed. That is why I value bringing business strategy, user experience, and technology design together. We map out the human journey and then design technology to fit that logic.

Another aspect that defines my approach is clarity. I focus on simplifying the complex, turning technical possibilities into practical steps that retailers can execute and measure. This mindset has enabled me to develop solutions that not only perform well technically but are also widely adopted by the people who use them daily.

Can you share one example of a transformation you delivered for a client?

One of the most rewarding transformations I've led involved a retail chain that wanted to modernize its checkout process without losing the human touch that their customers valued. They were struggling with long lines, high labor costs, and systems that didn't communicate well with each other.

We created a Biwitech solution that incorporated AI-powered POS terminals with real-time data analytics. Rather than automating their business by replacing human staff, we created a system that allowed employees to spend time with consumers, while other transactions were handled by technology.

The company was able to cut checkout time by nearly 30% in under two months and saw a significant improvement in customer satisfaction. What I appreciate even more, however, is that their employees feel empowered and not replaced by this technology. That is when I know transformation is successful, when employees see technology for what it truly is, a partner.

What common mistake do you see businesses or individuals making in your field?

One of the most common mistakes I see is confusing technology adoption with transformation. Many companies rush to implement new systems simply because they're trending in AI, automation, or digital signage, without first asking why they need them or how they fit into their customer journey.

When technology is implemented without a clear strategy or understanding of human behavior, it becomes a burden instead of a solution. I've seen organizations invest heavily in tools that don't align with their workflows or culture, and as a result, employees resist using them.

True transformation doesn't start with software, it starts with clarity. The most successful projects I've led began by identifying minor, meaningful improvements that deliver real value. Once people see the impact, technology becomes a natural extension of progress, not a disruption.

How do you tailor your services to fit different client needs or industries?

Every business operates within its own rhythm, and understanding that rhythm is where customization begins. My approach always starts with listening, not just to what clients say they need, but also to how their teams actually work on a day-to-day basis.

At Biwitech, we have developed solutions that are both modular and agile, which allows us to customize our offering for each client in terms of size, velocity, and objectives. This may involve collaborating with AI for some of our clients or developing self-service experiences for others.

What matters most is the role of context. Supermarkets, restaurants, and retail franchises can all rely on basically the same technology, but each faces uniquely different problems. We customize each implementation to fit the culture, staff, and change acceptance capacity of each organization.

That is how innovation can actually be sustainable if it feels like it's been built for the business, instead of on it.

What tools or innovations have you recently incorporated into your work?

Recently, my focus has been on integrating AI-driven analytics and predictive tools into our retail solutions to help businesses make faster, smarter decisions. One of the most exciting areas has been utilizing data and automation to anticipate customer behavior, from understanding peak transaction times to optimizing product placement and pricing in real-time.

We are now offering a new AI retail platform that combines automation, self-service, and digital signage into a single intelligent system, helping retailers streamline operations while creating a more engaging shopping experience.

What excites me most about these innovations is not the technology itself, but the clarity they bring. When retailers can see data turned into insight, they gain confidence to act, and that's where fundamental transformation begins.

How do you measure success for your clients and for yourself?

I measure my success for my clients in terms of clarity and impact. It is when technology is no longer something that hinders their business but is instead seamlessly integrated with it. I measure my success by looking not only at outcomes, such as reduced wait times and improved efficiency and satisfaction levels, but also by assessing whether my clients feel confident about using these technologies.

As for myself, I define success by knowing that I remain on the same path. It is evident by the impact I have had, not merely in terms of quantity, but in the number of individuals or companies I have helped advance their progress. Witnessing growth in a business, a worker empowered in their role, and a reader touched by something I have written is a reminder that success is something measurable by progress.

What should a prospective client expect when working with you?

What to expect when working with me is transparency, collaboration, and a thorough understanding of your business before offering any solution. I firmly believe that all successful projects involve listening, actually listening to what is genuinely happening in operations, not necessarily what one thinks is happening.

I work in a hands-on, strategic manner. I involve my client in every step, including prioritization, testing, and refining the outcome. They can expect honesty, realism about timelines, and a long-term focus.

Most importantly, I hope my clients leave feeling like technology is on their side, something built with them, not for them. That's what I aim for with each interaction, providing my clients with clarity and confidence to continue innovating long after the job is done.

How do you stay ahead of trends and ensure your services remain cutting-edge?

Staying ahead in technology isn't just about following trends, it's about understanding why they matter and how they can make a real difference for businesses and people. I stay informed through continuous research, collaboration with industry peers, and constant testing of emerging tools.

I also make it a priority to attend the most important retail and technology events each year. These gatherings are invaluable for observing how innovation is evolving in real time, hearing directly from global leaders, and identifying the technologies that are truly transforming retail operations.

In addition, I dedicate time every week to reading industry reports and writing about what I learn. Sharing knowledge helps me process ideas and anticipate what retailers will need next. For me, innovation isn't about predicting the future, it's about being ready to adapt when it arrives.

If someone is ready to take action, what is the first step you'd advise them to take now?

The first step is to clarify why you want to take action. Clarity always comes before strategy. Whether it's implementing a new technology, transforming a process, or launching a new idea, you need to understand the specific problem you're trying to solve and the impact you want to create.

I always tell leaders to start small but start smart. Select one area where change will have the most significant impact, and build from there. Success doesn't come from doing everything at once, it comes from consistency, learning, and the courage to adjust along the way.

Once you move with purpose, every next step becomes easier, and transformation stops feeling like a risk and starts feeling like growth.

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