Lessons from launching, scaling, and leading teams across the region
Over the last 15 years, I’ve had the opportunity to build and lead multiple Centers of Excellence (COEs) across Latin America — from Buenos Aires to São Paulo, Costa Rica, and beyond. These weren’t just operational hubs. They became true engines of value, supporting some of the world’s most respected companies across talent, technology, finance, and innovation.
But while COEs can be powerful, they’re not easy to get right. And when they don’t work, the consequences are big — from high attrition and underperformance to missed business impact.
If you’re thinking about launching or expanding a COE in Latin America, here’s what I’ve learned from the ground up:
Why COEs in LATAM Work (When Done Right)
- Talent is here — and it’s world-class
From Mexico to Colombia, I’ve worked with incredibly skilled, adaptable, and motivated professionals. I’ve led teams that recruited thousands annually across 14 countries. What made it work? A shared sense of ownership, curiosity, and pride in delivering at a global standard. - It’s not just about saving money
Yes, the cost efficiency is real — but the real value comes from scaling capability, not just reducing expenses. When we launched a COE in Buenos Aires, we didn’t just lower cost; we also built a team that supported global clients and saved $1M a year while improving performance. - Proximity makes collaboration easier
The ability to work in real time with U.S. and global teams is a game changer. Culturally, teams in LATAM are aligned, and communication flows naturally. It creates speed, trust, and partnership.
The Hard Stuff (and What to Watch For)
- Scaling fast is great — retaining people is better
One of the biggest lessons? Growth means nothing without stability. I’ve seen high attrition wipe out operational progress. At one point, we brought our attrition down from 18% to 6% — and that made all the difference. - Each country is its own universe
What works in Brazil doesn’t always work in Mexico or Colombia. Labor laws, tax structures, hiring practices — they vary a lot. Setting up legal entities, banking, payroll, compliance… it’s a process. Be ready for complexity. - Leadership on the ground is non-negotiable
A strong local leader who understands your business and the local talent market can make or break your COE. I’ve learned that firsthand, and I wouldn’t launch another COE without investing in the right person to lead it.
What Makes a COE Truly Great
Be clear about the mission
Why does your COE exist? What does success look like? Clarity in scope and governance avoids confusion and scope creep.
Adapt global frameworks to local reality
The best COEs I’ve seen balance global structure with local flexibility. Don’t just copy-paste. Customize.
Invest in culture
People want to grow. They want to be part of something that matters. Recognition, purpose, and development are key if you want them to stay.
Final Thoughts
Latin America is full of opportunity. But a COE isn’t just a cost center — it’s a chance to build something lasting, meaningful, and high impact.
If you’re thinking of launching a COE in LATAM — or already have one and want to take it to the next level — I’d be happy to share more of what I’ve learned. The challenges are real, but the upside is bigger.
Let’s connect.
