Founder interview

Why Colombia, and when not to come

Colombia offers talent depth, substantial overlap with US working hours and room to grow beyond a support unit. It does not win on price, and it does not fit every company.

What did the office need to do?

Sell to North America, deliver into Latin America and grow past a support unit. It needed its own commercial and operating teams, with a local leader holding real authority.

Which countries sit in your comparison?

Colombia was selected before I arrived. My job was to make the office work. Costa Rica, Chile and Argentina are the markets I am asked about most, so I use them as reference points. I am explicit about which parts of my answer are lived and which are researched.

What makes Colombia work?

Bogotá has enough talent at the levels we hire to staff several functions from the same market. Its working day overlaps substantially with North America. The city can also support a real office with local leadership, local decisions and accountability for results.

A country where you cannot hire the right country manager is not a low-cost country.

What did you underestimate?

The salary is only the first number. Add employer contributions, mandatory benefits, severance exposure, workspace and the management time that early-career teams require. Model the loaded number from day one or the business case is incomplete.

I also underestimated leadership. Hiring the first manager took longer than hiring the first associates, and it mattered more.

What can an investment agency help with?

Market data, introductions, incentive schemes and a faster route into the local ecosystem. Use them. Their mandate is to attract investment. They are not responsible for deciding whether your sector fits Colombia or for solving the operating problems that appear after launch.

What did operating the office change?

It changed the questions. What should a mid-level hire earn? Who signs what? How does performance management work locally? Which decisions can the Bogotá office make without waiting for headquarters? Most launches do not fail because of the country. They fail because those questions remain unanswered.

When would you tell a company not to choose Colombia?

When the required talent cannot be validated. When the business case relies only on low salaries. When headquarters will not give the local leader authority. Or when the sector has a stronger cluster elsewhere.

What should an executive validate first?

Write the office mandate in one sentence. Name the first 20 roles. Price them at the English and experience level you need, including the full employer cost. Test the two hardest hires. Then validate legal structure, tax, workspace and the cost of closing if the decision is wrong.