Good morning. We are a person-to-person company sales. We began our operations 25 years ago. During these 25 years, we have been growing at a strong double-digit CAGR, both in sales and EBITDA. I founded this company when I bought from the Brits, the division for Latin America. Betterware is originally a British company. I bought 100% of the business, including the brand for Latin America. We have been growing at that pace. Six years ago, we listed the company in Nasdaq. Four years ago, we bought Jafra Cosmetics worldwide.
Last week we closed the deal to buy Tupperware Latin America. I was president of Tupperware for the Americas, from Canada to Argentina, for five years. After that, I bought to the Brits this company. I will let Andrés, our CEO, my son and CEO of the group, to tell you more about the company.
Thank you. Andrés Campos, CEO of Betterware. As my father was saying, I'm going to give you a glimpse of what Betterware is. When you think about Betterware, you have to think about two things. The first thing is that we are a household brands. We build great brands. We've built Betterware, which was our first brand. It's focused on household products, but we do it through a lot of innovation. I will talk about that in a little bit. We bought Jafra four years ago. When we bought it was number 14 brand in the beauty market in Mexico. It's cosmetics and skincare and everything. Today, four years later, we're the number 7 brand. We've gone from 14 to 7, and we continue to expand. Now we acquired the Tupperware brand for Latin America.
Tupperware is the reference brand in food containers. It has been staying behind in innovation. It has been staying behind in market share. We plan to reignite the brand and recover a lot of market share. That's the first thing we do. Now, we commercialize these brands. That's the second part that we call great opportunities. We don't commercialize through brick and mortar. We don't commercialize through e-commerce. We commercialize through person-to-person selling. I know this sounds a little bit old, like the Tupperware parties or even calls to the door, what we have done is we have evolved the model such that it becomes very relevant. What is happening in the world is that there is a secular trend that people need an extra income.
That's why you see in the gig economy, companies like Uber or like DoorDash start proliferating not only in Latin American markets, but all across the world. What we do is that we offer the people an opportunity to make an extra income selling our brands. Instead of driving an Uber or instead of making cookies and selling them, we offer for them to sell our brands. We create a whole platform based on technology, based on innovation, so that they can sell our brands, they can earn that extra income, or even build a huge business out of the brands. As I was saying, we have three brands, Betterware, innovative home solutions.
Just to give you an idea of what a Betterware product is, this is a lime squeezer, but what happens is that you don't have to cut the lime before you squeeze it. You just put the lime complete, and it cuts and squeezes at the same time. This is the type of innovation that we create in Betterware. Jafra, quality beauty for everyone. It's very quality products, but we make them affordable so that anyone can buy them, and we create great brands in the fragrance, skincare, makeup, and body. Just to give you one sense, in the fragrance category, we are the number 1 fragrance category brand in Mexico. Against anyone, against Chanel or against any fragrance, we are number 1 in Mexico, and we aim to achieve the same for the rest of the categories.
Now we just acquired Tupperware. We announced it last week. Beginning last week, we have just started working with Tupperware to revamp the brand in Latin America. I'm sure you're more aware of this than I am not. That's what we do. Since my father acquired in 2001, we have built a history of 25 years with a 20% CAGR as a group. Just the Betterware brand has achieved 15.9% CAGR throughout 25 years. It's not something that we just created. It's something where we have been building growth and showing growth throughout the years. Just to give you an idea, we had a great run of growth of 24% CAGR in the first years.
After the 2008 crisis, the consumption crisis, we were able to maintain the business, and we achieved a second wave of growth starting in 2014, that ended up to 2023, we grew 41% annually. I'm just going to stay here to give you one little detail, which is in COVID, during the COVID period, the Betterware brand shot up impressively during 2020. We almost did 3x our revenue in a year. That was completely abnormal. It was the consumer staying at home, buying home products, and the sellers, a lot of people lost their jobs, a lot of people needed an extra income. It was the perfect storm for us.
After COVID, when people started going out of their homes, the Betterware brand declined. It's obvious after that, we had the decline. We have found stability in double the size of what we were pre-COVID. We're pretty happy with the aftermath of that, and now we're starting to find growth again in the Betterware brand. Something important is starting in 2022, we acquired Jafra. We had grown so much in Betterware that we said, "Maybe we can replicate this model that we have created in other categories or other countries." We acquired Jafra in 2022. Jafra had not grown for almost 15 years before.
Since we acquired it, we have almost doubled the size of Jafra, and we're very happy about that. We revamped innovation. We refreshened the catalog. We did a bunch of things in our model to revamp this brand. That was the first example of what we want to do going forward, is ignite brands with our own model. It was a great example. After Jafra, we're a more diversified company, 40% Betterware, 60% Jafra. Jafra has a component that is their U.S. operation, which is very interesting because we start to internationalize our brands. We just acquired Tupperware.
Tupperware, to give you an idea, what we acquired in Latin America, used to sell MXN 7.7 billion. Right now, in 2025 numbers, they sold MXN 5.1 billion. They have been declining because Tupperware stopped innovating, stopped taking care of their marketing, stopped evolving their model. What we plan to do is to reignite the growth in Tupperware and make Tupperware the best food container and drinkware company out there. We believe that the brand value is great. We just have to put the work behind it to make it grow. One specific thing about Tupperware is that it has an operation in Brazil. To go into the Latin American market, the most important market is Brazil. This is a great way to tap into that market, which is about 1.5x the Mexican market.
This is a great way to tap into the Brazilian market. We plan to grow Tupperware in Brazil, but also use that platform to introduce Betterware and eventually Jafra, and continue penetrating the Latin American market. After the Tupperware acquisition, if we do the pro forma results of 2025, even more diversified company, we start to become a house of brands. The original one, Betterware, is only one-third of the whole company. We start to create this expansion of brands, and we also start to create an expansion of markets. After the Tupperware acquisition, LATAM will be 9.5% of sales, U.S. will be almost 5% of sales, and Mexico will be 85% of sales. This is like a first glimpse of how we start going international and how we start jumping into new brands.
You can think of ourselves a little bit like a Unilever or a Procter & Gamble that buy brands, and they have the know-how of how to ignite these brands. We don't do it through brick and mortar, we do everything through our channel. Apart from that growth, and that possibility of growth coming forward, another very interesting thing from our company is that we have very important financial discipline since my father acquired it, and we have maintained that even throughout the growth. First of all, we have around 19%, 20% EBITDA margins, pretty profitable operation. Very flexible operation in the way that 75% of our expenses are variable. Only 20% of our assets are fixed.
We only invest 1.6% of sales in CapEx every year, and most of this goes to technology and to business intelligence to continue improving our model. We have a high return, free cash flow to EBITDA is 65%. Of EBITDA, we convert into cash. We have a high ROTA, 16%, ROIC of 33%, and a dividend payout ratio of around 40% in the last three years. We pay out 40% of generated cash every year, more or less. Even though we have gone through these acquisitions through debt, we have been able to deleverage the company post-acquisition. Jafra acquisition, when we acquired it, we had 3x debt to EBITDA. Right now, we're at 1.5x debt to EBITDA, with the cash we generate, we're able to pay dividends and to repay debt. We have been able to deleverage.
The last component, I would say, is the social impact, because we're not selling through brick and mortar, we're not selling through e-commerce, we're selling through this sales force that they find this gig opportunity. Today, we have almost 1.5 million sellers with the three brands together who are benefiting from selling our brands. It's a great social impact. Just last year, we left MXN 4.1 billion in the pockets of the people who are selling them. In a way, the way you have to think about this is, instead of leaving the margin to Walmart and making advertising to sell our products and investing in all that, we give the margin and the incentives to the people so that they can do the word of mouth and find the customers and service the customers.
This is a great opportunity that our brands have this extra social impact. In the end, and to wrap up, I want to tell you that what we do different is, first, innovation. We are a very innovative company. In Betterware, we launch 350 new products per year. In Jafra, when we acquired it, innovation was 4% of revenue. Today, it's almost 20% of revenue. We continue to innovate a lot. In Tupperware, obviously, we're going to innovate into new products, into everything. Second, technology. We invest a lot in technology. Our salespeople have their own app that we developed internally. It's an app where they can do everything, and it makes it easy to manage your business. We invest a lot in business intelligence. We create our business intelligence department in 2014.
Right now, with AI, we are achieving great things through the business intelligence team to understand the business better, to make better decisions. These businesses throw out a lot of information, between the products, innovation, the people, the geographies, everything. We make intelligence out of this to make better decisions. Obviously, we focus such that the business, in the end, not only helps the investors to make a great profit, but also helps a lot of people who are looking for an extra income to make an extra profit as well. People-oriented company. Just to wrap it up, what's going to happen in the future, we have a five-pillar plan. The first one is strengthen our leadership in Mexico. The three brands have a lot to grow in Mexico, so we plan to continue growing there. Second, regional expansion.
As I mentioned, Latin America will be very important. With Jafra, we plan to expand in the U.S. as well. Third, new brands or categories. We've made two acquisitions up to date. We plan to keep making acquisitions when they make sense, so we can expand our brands or categories. Digital transformation. We established a team to focus on digital transformation. We're achieving great things with artificial intelligence with this department, and we believe that we will be ready to seize on the artificial intelligence opportunities coming forward. Fifth, do all the four above with financial discipline and control. We want to maintain good profitability, good cash flow generation, keep paying dividends constantly, repaying our debt accordingly. I don't know if I went too fast, but in a nutshell, this is the company, and I think we have some time.
I would love, if you have any questions or any comments, to feel free to shoot your questions or comments. Thank you for the time. Good? Any questions? No? We're clear? All right. Thank you, guys. Thank you.