You can absolutely hire in-house. The real point is whether you have the time and focus to do it properly.
A structured hiring process takes between 22 and 36 hours end to end, usually involving one or two people. That includes defining the role, building a sourcing plan, having the right tools such as LinkedIn Recruiter, and contacting 60 to 100 profiles, running interviews, aligning internally, and closing the offer. Response rates are not high. Tech roles average around a 12 percent interview rate and marketing around 18 percent. That means serious outreach before you even start evaluating.
Hiring is not complicated. It just takes consistent time and attention. When it is done halfway, not having time to move forward in the process, not evaluating properly, or not sharing feedback and ghosting candidates due to lack of time is expensive for your company and your employer reputation. The cost shows up later.

Startups and SMBs are not just adding headcount. Each hire is key, and the best professionals are not concentrated in one place. Expanding the search increases the probability of finding the best candidates.
Hiring internationally is not for every team. It requires openness. But the upside is access to people with different perspectives and experience working across markets who are used to working in startup environments, performance pressure, and fast environments.
Large corporations have hired in the region for more than 20 years. They have already seen this. What changed is access. Today, smaller companies can build global teams without needing a large internal structure.
We mainly focus on Argentina, Brazil, and Colombia, and depending on the role also Chile, Mexico, Uruguay, Guatemala, and El Salvador. Country selection depends on role type, seniority, and market fit.

We focus on two verticals: tech and digital.
In tech, we cover Software, AI and Data, Devops and Cloud, QA, Product, and Security.
In digital and marketing, we cover Paid Media, Growth, SEO, Content, Account Management, Marketing Project Management, Design, Motion and Video, and Web or Landing specialists.
The common factor is not the title. It is execution under pressure. Startups and agencies operate in speed, ambiguity, and accountability. Each market has its own particularities, and we have teams specialized in those markets.

This is exactly why hiring got harder.
We evaluate three layers through three steps in the process: before contacting them, we research their company background and verify the accuracy of their experience; during interviews, we test proof of their work; and before extending an offer, we check references.
Execution: what they actually built, shipped, optimized, or owned, using structured interviews and STAR-based evaluation.
Thinking: real scenarios such as performance drops, messy handoffs, unclear scope, or scaling challenges.
Operating style: ownership, communication clarity, and the ability to work in async environments with real overlap.
We do not send average profiles. We send candidates you would see as part of your team.

Candidates are typically ready to meet within 7 to 10 business days.
The majority of the work happens before interviews. For a senior React engineer, we may contact 100 to 120 profiles to land 8 to 12 first conversations. For a senior media buyer, that number may range between 75 and 90. That requires research, mapping, and structured outreach.
After the shortlist stage, most processes take another 8 to 10 business days to move from interviews to offer, depending on internal alignment.
Agile processes are key not only to getting the best talent but also to engaging them in the process. A good process should not take more than 28 days from first contact to offer.

Typically 2–4 strong profiles.
If you are reviewing 15 profiles, something is off. Either the role is not clearly defined or filtering is not strict enough. Volume creates activity, but not clarity.
We keep the shortlist tight on purpose. Founders and agency leaders do not need more options. They need better ones. Matching technical fit, cultural alignment, and genuine interest in your team takes time and structured evaluation.

A technically strong person who cannot communicate or take ownership creates friction. A culturally aligned person without execution creates risk. Lean teams cannot afford either.
Before launching a search, we align on what success looks like in 3, 6, and 12 months, what this person will own, and what performance means in your environment. We also review past hires, what worked, what failed, and why.
When talking about work culture, almost every company today says they have a fast-paced environment and good culture. That is not enough. We need to know why people choose to work on your team, why people leave, and what challenges you are facing now. We gather everything, the good and the bad, to find someone who matches it. That clarity shapes the success of the process from the beginning.

That is fair, and you should not trust anybody based on one answer. Trust in recruitment is not built in one meeting. It is built through delivery. You see it in the first shortlist, in how communication is handled, and in how friction is managed when expectations shift.
There is nothing we can say that replaces that. The process itself builds trust, and that takes time. That is why we love working with founders. The most impactful decisions involve risk. Being open to taking that risk can lead you to the person who changes your team.

We offer a 6-month guarantee, double the market standard.
If the hire leaves or is terminated for any reason, we replace at no additional fee. We also schedule structured check-ins at 15 days, 1 month, 3 months, and 5.5 months to detect misalignment early and address it before it escalates.
Hiring is expensive to get wrong, not only because of salary, but because of the internal tension it creates, expectations not met, and time lost. We build long-term relationships, and we remain part of your recruitment process after the hire has been made.

Most LATAM professionals work as independent contractors. Here is a contract template used by our partners, and we can support with platforms like Deel if required, although it is not mandatory.
Payments are typically handled through US bank accounts or platforms such as Wise, Payoneer, or PayPal. Operationally, the structure is simple once defined.
Competitive offers in LATAM are not only about salary. Clear PTO policies, equipment budgets, internet allowance, and defined review cadence influence long-term alignment and commitment. We apply the same benefits and policies you have with your local team, with the exception of legal requirements such as pension or medical insurance, which contractors cover themselves.
Our team will recommend the best structure you can offer depending on market standard, your budget, internal benefits, and plans.