Founder interview

Why I chose Colombia for an international office

Colombia won because it offered the best overall platform for the business we wanted to build: talent depth, room to scale, US time-zone overlap and access to Latin America. It was not the simplest or cheapest answer on every line.

What decision were you trying to make?

We needed a location that could support commercial, client-facing and operational teams. The office had to serve North America, create access to Latin America and grow beyond a small support unit.

Which countries did you compare?

I researched Colombia, Costa Rica, Argentina and Chile. I spoke with senior People leaders, investment agencies and local specialists. I compared talent, salaries, English capability, employment rules, culture and the practical work required to launch.

Why did Colombia win?

Bogotá offered the strongest balance for our model. The talent pool was large enough to build several functions. The time zone worked with US clients. The city could support a serious office with local leadership.

What did you underestimate?

The salary is only the first number. Employer contributions, statutory benefits, workspace, management time and specialist support materially change the budget. Hiring the right local leadership also matters more than most spreadsheets suggest.

What can an investment agency help with?

Market data, introductions, incentives and access to the ecosystem. Their mandate is to attract investment. They cannot decide whether Colombia fits a specific company or explain every operating problem that appears after the announcement.

What did local experience change?

It changed the questions. Instead of asking whether Colombia was attractive, we had to decide what to pay, how to manage, which roles to hire first, how to handle tax and employment issues and how the office would work with headquarters.

When would you advise a company not to choose Colombia?

When the required talent cannot be validated, the business case depends only on low salaries, headquarters will not support local leadership or another market fits the sector better.

What should an executive validate first?

Define the office mandate and the first 20 roles. Price those roles at the required English and experience level. Add the full employer cost. Then test leadership, tax, legal structure, workspace and exit risk.