5 Minutes with Juan Carlos Jaramillo - The Americas Gateway: Cross-Border Executive Search

Doug: Juan Carlos, you have a fascinating story. You grew up in your family’s executive search business in Mexico City, but your firm is now also strongly connected to the US market. How does this dual-country experience shape your approach to recruitment?

Juan Carlos: It shapes almost everything we do. Growing up professionally between Mexico and the United States gave me an early understanding that business in the Americas is deeply interconnected. While the cultures, regulations and market dynamics may differ, the region increasingly operates as a single economic ecosystem.

At Confisa International Group we often describe ourselves as a bridge between markets. Our roots are in Mexico, where my father founded the firm nearly 40 years ago with the idea of helping organisations and people grow together. Over time we expanded our reach internationally, building strong operational and client relationships throughout the United States and Latin America.

This dual perspective allows us to understand both sides of the equation. We understand the speed, scale and competitive nature of the US market, but we also understand the relationship-driven business culture and tremendous talent potential across Mexico and the wider Latin American region.

For international companies, this perspective is extremely valuable. Many organisations today are building integrated operations across the Americas, whether through nearshoring manufacturing to Mexico, establishing commercial hubs in the US, or developing regional leadership teams.

Our role is to help them build the leadership structures that can successfully operate across those markets.

Doug: Confisa has been in business for nearly 40 years. What are the core principles that have allowed the firm to thrive for so long across such diverse markets?

Juan Carlos: The foundation has always been trust and long-term relationships.

My father founded the company in 1985 with a very clear philosophy: the purpose of the firm was not simply to fill positions but to genuinely help organisations and professionals grow together over time. That philosophy still guides us today.

We operate very much as a boutique advisory firm. Each search assignment is treated as a strategic partnership rather than a transactional process. Our clients often rely on us not only for recruitment but also for market insight, leadership advisory and guidance on how to structure teams in new markets.

Another important principle is execution. Strategy and vision are important, but what truly builds reputation is the ability to deliver results consistently. Over the years we have had the privilege of supporting leadership searches and talent projects in dozens of countries, particularly across the Americas.

Finally, we place a strong emphasis on adaptability. Markets evolve quickly, and companies entering new regions often need flexible approaches to talent acquisition. Our team works very closely with clients to design solutions that align with both their strategic goals and the realities of the local market.

Doug: For a UK company considering expansion, what is the biggest strategic opportunity you see in the Americas right now?

Juan Carlos: One of the most significant strategic trends today is nearshoring.

Many global companies are reconsidering their supply chains and looking for ways to bring production and operations closer to North American markets. Mexico has become one of the most important destinations for this shift.

The country offers a powerful combination of competitive manufacturing costs, strong engineering talent, improving infrastructure and geographic proximity to the United States. For many international organisations, it represents an ideal platform to serve the broader North American market.

At the same time, the United States continues to be the world’s largest consumer market and one of the most dynamic centres for innovation, technology and capital.

The real opportunity lies in viewing the Americas as an integrated strategic region rather than separate markets. Companies that combine the strengths of the US market with the manufacturing and talent advantages of Mexico and Latin America can build extremely competitive and resilient operations.

Doug: You specialise in recruiting mid-to-top-management roles. What are the most critical leadership traits you look for in a candidate who needs to succeed in a cross-border role in the Americas?

Juan Carlos: Technical expertise and industry experience are obviously important, but the defining trait for cross-border leadership is cultural intelligence.

Leaders operating across the Americas must be able to navigate different business cultures and communication styles. For example, the US business environment often values speed, direct communication and data-driven decision making, while many Latin American markets place greater emphasis on trust, relationships and long-term partnership building.

Successful leaders are able to balance both approaches.

We look for individuals who are adaptable, curious and genuinely interested in understanding other cultures. Strong communication skills are essential, as is the ability to build cohesive teams across different countries.

In many cases the most effective leaders are those who combine strategic discipline with humility and openness to learning. Those qualities allow them to build trust quickly and lead diverse teams successfully.

Doug: What is your favourite thing about working in this cross-border executive search industry?

Juan Carlos: What I enjoy most is the human element.

Executive search sits at the intersection of strategy, leadership and personal career journeys. We have the privilege of helping organisations solve critical leadership challenges while also helping talented professionals take the next step in their careers.

I also enjoy the international aspect of the work. Every project exposes us to new industries, cultures and ways of thinking. It is an environment where you are constantly learning.

Perhaps most importantly, there is great satisfaction in acting as a bridge between markets. When we help a company successfully enter a new region or place the right leader into a transformative role, the impact can extend far beyond a single organisation.

It can shape teams, create opportunities and contribute to the growth of entire markets.

That combination of human impact and international perspective is what makes this profession so rewarding.

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.