5 Minutes with Juan Carlos Jaramillo – A Practical Guide for UK Companies Expanding to the Americas

In our second “5 Minutes With” interview featuring Juan Carlos Jaramillo, CEO of Confisa International Group and our Talentor partner in Mexico, we move from the strategic vision of cross-border executive search to the practical realities of market entry. Following our initial discussion on the Americas as an integrated economic ecosystem, we asked Juan Carlos to share his actionable advice for UK companies preparing to make their first leadership hires across the Atlantic. From navigating the fragmented regional economies of the United States to understanding the cultural nuances and compensation structures of Latin America, Juan Carlos outlines the critical steps required to build a unified, high-performing team across borders.

Here is what we talked about:

Doug: For a UK company making its first hire in the US, what’s the most common pitfall they should avoid?

Juan Carlos: The most common mistake is underestimating the scale and diversity of the US market. Many international companies treat the US as one unified market when in reality it behaves more like fifty different economies.

Business culture, industry clusters, talent pools and even hiring expectations vary significantly between regions such as Texas, California, Florida or the Midwest.

Our recommendation is always to define the entry point very precisely. Instead of saying “we are entering the US,” companies should define the sector, geography and commercial strategy they want to build first. For example: targeting medical devices in Minneapolis, energy services in Texas, or fintech in Miami.

Once that focus is clear, the first hire becomes much more strategic. The right leader should bring local market knowledge, industry relationships and the ability to build a team from the ground up.

In our experience helping companies expand across the Americas, the first leadership hire is often the single most important decision for long-term success.

Doug: Conversely, what’s the biggest surprise for UK companies when they first enter Mexico or Latin America?

Juan Carlos: One of the biggest surprises is the quality and dedication of the talent available in Mexico and across Latin America.

There is still an outdated perception that world-class professional talent is difficult to find in the region, but the reality is the opposite. Many professionals in Mexico, Brazil, Colombia and other markets have international education, strong technical skills and a very high level of commitment to their organisations.

When companies combine clear leadership, well-defined KPIs and strong communication, local teams often outperform expectations.

Another aspect that surprises many foreign companies is the importance of relationships in business culture. Trust and long-term partnerships play a significant role in how organisations operate.

Once international companies understand this dynamic, they often discover that the region offers not only competitive costs but also highly capable and loyal leadership talent

Doug: How should a UK company approach compensation and benefits to be competitive in both the US and Mexico?

Juan Carlos: Compensation structures in the US and Mexico are fundamentally different, which means a single global model rarely works.

In the US, compensation is typically built around a strong base salary combined with performance-driven incentives, bonuses and sometimes equity participation. Healthcare and retirement benefits also play a major role in the total compensation package.

In Mexico, compensation includes several statutory components that international companies must understand, such as profit sharing, year-end bonuses and specific labour protections.

Beyond legal requirements, cultural expectations also matter. Retention often depends on career development, stability and long-term trust with the employer.

For this reason, companies entering the region should work with experienced local advisors who understand both labour regulations and market expectations. Designing the right compensation structure from the start can significantly improve hiring success and long-term retention.

Doug: What is the best way for a UK-based leader to manage a team that is split between the US and Latin America?

Juan Carlos: The most important principle is to avoid creating a two-tier organisation. Leaders should build one integrated regional culture rather than managing the US and Latin American teams as completely separate entities.

This requires strong communication, transparency and a genuine investment in building relationships across the region.

Successful leaders typically spend time on the ground in both markets, especially during the early stages of expansion. Personal interaction helps build trust and alignment across teams.

At the same time, small cultural gestures can have a big impact. Being mindful of time zones, recognising local holidays and making an effort to understand local language and culture demonstrate respect and strengthen collaboration.

When leaders successfully bridge these cultural dynamics, the result is often a highly resilient and collaborative regional team.

Doug: What is your final piece of advice for a UK company ready to take the leap into the Americas?

Juan Carlos: The Americas offer extraordinary opportunities for international companies, but success requires preparation and commitment.

The region should be approached strategically rather than opportunistically. Companies should define their market entry plan clearly, understand local regulatory frameworks and identify the right leadership talent early in the process.

Equally important is finding a trusted partner who understands the cultural, legal and business nuances of operating across borders.

At Confisa International Group we have spent nearly four decades helping organisations navigate these challenges across North America and Latin America. Our role is often to act as a bridge between markets, helping companies build leadership teams that can operate successfully across cultures and regions.

For companies that invest the time to understand the market and build the right team, the Americas represent one of the most dynamic growth opportunities in the world today.

Interested in reading the first interview?

Find it here – Interview One