Episode Transcript
[00:00:00] Speaker A: I think everybody wants to buy their product. That's not the case. That's not the case to start a company in a country that I didn't understand in a language I didn't speak. So it was a pretty fire by fire. I don't think it's going to take people's jobs. If you're thinking about starting a company, just, just do it. Don't wait for the perfect moment.
[00:00:19] Speaker B: Welcome to The Entrepreneur's Logbook Podcast. I'm your host, Zacky Bernard. You can find me on social at. It's Zack B. In each episode I bring on experts from from various industries for you to learn about their strategies and insights driving extra business growth. Today we're joined by Eric Tabone, Founder and Managing director of Nearshore Business Solutions, a company that helps us growth stage and mid market businesses hire vetted professionals across Latin America as in little as 21 days. Eric is a US born entrepreneurs who left for Bogota, Colombia 16 years ago and he never looked back. What started as a trip turned into three companies built across Latin America, 200 plus candidate placed and a hiring model that saved companies over $8 million in annual recurring hiring costs. Eric, it's great to have you on the show. Welcome aboard.
[00:01:09] Speaker A: Hey, thanks Zach for having me. Really appreciate it.
[00:01:12] Speaker B: Cool. Well, as this is like an entrepreneurship like business podcast, one of the things I always like to ask any of the guests that come on the show is a bit more around like based on like what you've seen in the space, what you've done. Is there anything specific that you feel if you were to restart your company from scratch, knowing everything that you know that you would do differently?
[00:01:33] Speaker A: Such a great question. So as you just kind of mentioned, I'm on my third company. I often joke, you know, I've done every single mistake in the book and I've done one or two things right. And experience, I mean it doesn't beat experience just making those mistakes.
For my third company, obviously I've scaled this one much quicker as opposed to my other two. You know I, there were, there were two things that I kind of came into this company that I knew it was just a bit clear on what I had to do. Number one, have clear who I'm actually selling to. I think one of the biggest mistakes a lot of people make when starting out companies, they think everybody wants to buy their product.
That's not the case. That's not the case. And I think, you know, doing this so many times to come in with a bit more clarity. But then the second thing, and I know you're on the S1, but I'll give. One other thing is figure out what you're good at and make sure you focus on that and get resources or a team or whatever it is to help you where you fall short.
For example, I'm really good at talking with people, managing relationships. Now client.
And so third time around, I got my head of operations in pretty quickly, and it's just made the world of difference because I knew what my. Where I was going to fall for to get that taken care of right away.
[00:02:49] Speaker B: Yeah. And I mean, I think you've. I wouldn't call it like, the luxury, but I feel like you've had the luxury of having started other companies before. So when you got to like your third, you've had the learning experiences, you were able to, like, adjust, but when you started that first company, you didn't have all those learnings. So you obviously had to go through these failures. But I like to call failures more like lessons. Like you have to go through these failures to be able to learn and improve, which obviously you've been able to apply to, like your new company here, which every entrepreneur goes through.
[00:03:16] Speaker A: Yeah, 100%. I mean, my first company, I was what, 24, 25 years old, and to start a company in a country that I didn't understand in a language I didn't speak. So it was a pretty trial by fire.
And I'm very grateful for those 10, 12 years of a lot of mistakes I made.
Yeah, trial by fire is what it was like.
[00:03:38] Speaker B: I love it. So going back a bit more to, like, what you're doing now, because a lot of founders, they think about Latin America and their brain immediately goes like, okay, like cost saving if I want to, like, hire from there. While that's clearly part of, like, the equation, like their story, I get the sense that there's actually, like, something being undersold here. Like what's actually happening beyond, like just the. The cost saving to numbers. What does, like, the talent pool actually look like? Because I feel that that's a big misconception that people have when they look at that.
[00:04:07] Speaker A: Yeah, 100%. So, I mean, just kind of taking a step back, the whole idea behind this company when I started was to help companies rapidly scale and move forward when they needed people to join. Supposed to go through whatever hurdles they had to on the domestic level.
I never say that in America is better than Asia or better than the U.S. it's just a different option. So one of the things I see on a daily basis. And why clients come to us is because they need to hire pretty quickly. They probably do need to save some costs, but at the same time, they may not be able to find the people domestically or offshore. So they come to that in America. I mean, there's the reasons that everybody knows about, you know, same time zones. Culturally, it is pretty aligned with the US and Canada and even Europe to an extent.
But other things that people don't really think about is when it comes to the talent, how educated and how developed a lot of these countries are.
So I'm in Bogota, Colombia. We work across that. I would say 90% of our work. We work in four main countries, Mexico, Colombia, Brazil or Argentina.
And on a daily basis, I'm seeing, you know, people that are coming from educational system that is just as well built up, great English. And oftentimes they have that drive that you might not see just from other countries for whatever reason.
One of the roles I see the most, and it might come as a surprise, is obviously some type of AI implementation, whether that's a developer, consultant, whatever, in Bogota. Bogota is one of the cities that is actually leading the wave on AI implementation. That's pretty cool to be able to find these people who know how to develop.
That's N8N any types of revenue data scraping. There's so many different things you could do. And these people work with us on a daily basis.
So what we do in the us they can't find those people.
Sometimes we're able to fill that gap. The cost savings is a benefit, but it's only one of the many benefits that they get with this.
[00:06:06] Speaker B: Yeah, and I'm actually kind of surprised that you mentioned that. Bogota for, like, AI. Like, I wouldn't be thinking that. Like, you'd be thinking something like San Francisco or anything like that, where they're like, like, I know they're. They're obviously big on, like, AI, but it just goes to show that we have, like, misconception, like, beliefs around, like, talent and like, people who have skills where you can hire from another country. They're going to have the same dedication, same talent, same education, maybe even better in some cases, but you're going to reap, like, so much more benefits that you wouldn't be getting if you hired from, like, the US essentially.
[00:06:40] Speaker A: Yeah, yeah, 100%. And then, you know, I mean, especially Bogota and Colombia. So Colombia, there's a couple hubs you got. Bogota and Medellin are the two biggest ones.
But on a daily basis, there's the AI just like you would see in San Francisco, if you walk into Bogota at a cafe and you didn't know you're in Bogota, sometimes you wouldn't even know if you're in London or Bogota.
Yeah, it's pretty cool to see.
[00:07:06] Speaker B: I love it. And I think when people think about near shoring, based on my research, most people are going to think about developers, customer support roles, but I get the sense that that conversation has evolved like a little bit beyond that. Like what kind of roles are you typically seeing in the industry for companies that you guys work with that are actually being like hired?
That might surprise some people here.
[00:07:30] Speaker A: Yeah, so we do three main areas. The way we kind of divide them up, we have the technical facing or services.
And so when you think about technical, one thing we are seeing on the shift side to talk about technical, I'm talking about engineers, developers, DevOps, however you want to phrase that.
The quantity is going down, but the quality is going up. Because obviously with AI and what's going on, they're no longer looking for the entry level developers. And so we've been able to up that quality and keep placing them. Without a doubt, one of our biggest clients right now is spitting out a BDR over and over again, recycle and repeat. And I have yet to find an AI or an AI solution that does better than actual people selling to people. And so, you know, I get a lot of BDRs, a lot of customer service, a lot of AES, just roles that you can't really replace just yet. You need to scale. And with these companies, with these clients, we're doing 30, 40 placements on a monthly basis. And so it's moving quite quickly. And so what I've noticed is when companies kind of strategically hire across the region for different roles, that's kind of what makes them successful.
[00:08:40] Speaker B: Yeah, that's interesting though because I mean there's like that mix of like the AI, but there's also still that side of things with the human component which like a lot of people are thinking like, okay, I mean, as we start like moving along, AI is going to be taken over, but there's still like talent and like the human, like sdr, like abe, stuff like that.
[00:09:01] Speaker A: Yeah, yeah.
[00:09:01] Speaker B: Executive stuff.
[00:09:04] Speaker A: I would ask you this, Zach. Have you found, have you found, have you bought something from an AI bot yet?
I mean, eventually guess.
[00:09:10] Speaker B: No, I don't think so, but you never know. Maybe I did and it was like a deep fake or anything like that. And it was an AI, but I don't think so.
[00:09:19] Speaker A: Yeah, Yeah, I mean, like, and because I, I stay in tune with this and like I said, I've yet to find a good substitute for human to human connection. Now, AI or any type of programming could often bring people on, but at the end of the day, people want to deal with people. And so that kind of goes back to Latin America, a cultural standpoint. We, everybody in Latin America are with the US with easy to speak with. And that's where that value add comes. Because it's not just the cost you mentioned.
[00:09:49] Speaker B: Yeah, because I feel like one of, like, the main concerns that maybe a lot of, like, companies like the US when they are hiring, they're like, okay, I want to look at near shoring. Like, I want to hire someone from like another country. First thing they're going to be thinking is especially like a sales setting, they're going to be thinking, okay, if they're going to be talking to our customers, talking to potential customers, like, we want to make sure that they know how to effectively speak English. They don't have, like a major, like, accent. I mean, maybe if they have an accent, it's fine. But they, they want to feel that they're being represented in a way where they're not like, outsourcing in like, a totally, like, different country for like $3, like an hour or anything like that, which obviously some companies do. But you want to keep that, like, human touch, keep a good, like, relationship. But it seems that a lot of these people end up actually being like the same education or even more in some cases where they're very educated and they can even do like a better job than some SDR in some capacity.
[00:10:42] Speaker A: Yeah.
[00:10:42] Speaker B: Which I think is interesting. Yeah.
[00:10:44] Speaker A: I mean. Yeah. And like, you know, the point about the language, I mean, the ongoing. I don't want to call it a joke, but I do find it kind of entertaining is most people we work with, they grew up on the show Friends, and that's where a lot of people got exposed to English. And so, you know, a lot of these people, the majority of them we place, you have no idea of. They actually grew up in the United States or Latin America. They grew up in that America. But they sound like you're speaking to somebody from San Francisco or Florida or New York. And so because of that, with the cultural alignment, like I said, going back to Friends, if you grow up on American TV shows, American culture, it's a bit easier to align as you create this connection, actually sell and move things.
[00:11:28] Speaker B: Yeah. It becomes, like, ingrained in, like, what you do. I mean, I think watching TV shows probably like the easiest way to like learn a new language. So I feel it's like, like applicable. Like the same capacity there.
[00:11:39] Speaker A: Yeah, yeah, yeah, completely.
[00:11:41] Speaker B: Yeah, you're completely spot on with of that. And one of the question I was like a bit curious about because we've, we've hired, done. I mean I'm not sure if I would call it like near sharing but we've had employees from like Brazil, etc. And like other countries that we've hired and from from like an operational level I think where like a lot of companies are going to be like hesitating is going to be like the fact that okay, it's like someone remote. It's across a totally different country. Maybe it's a different time zone for like a founder that's like really used to the team maybe being the same building like the same country or anything like that. How does that model make that integration work? Because I feel that's like a big thing that a lot of founders get stuck on and that stops them from getting the cost saving but also getting amazing talent in the first place.
[00:12:25] Speaker A: Yeah. So I mean if this isn't your first remote hire, I usually have a chat before it and I share best practice and so I preach, I actually do what I preach. And so my entire team is remote and with them every single day I have a 10 minute standup. It takes 10 minutes to run through, connect and make sure we're good to go. And then on top of that making sure everybody has the tools and there's no blockers on their end. So as a founder, as an operator, whatever your role is, if you're going to bid at that team, the leader of that team is there to ensure that there are no blockers.
And then from there it's constant communication. I mean slack is our best friend, but it doesn't have to be slack but whatever type of communication channel. And then on an operational standpoint we have weekly check ins, weekly one to ones to make sure things are moving forward if the role is set up correctly. People work for deliverables. You don't need to be micromanaging them. If you come from an organization where you expect somebody to be in the office 9am to 6pm and they get their 10 minute lunch break or whatever it is, the founder, operator, whatever wants to be looking on their shoulder, seeing their computer screen at all times, full transparency. This may not be the best model, doesn't mean it's not worth a trial, but I think once you kind of Build that organization, have those communication channels and build on trust. It tends to work pretty well.
My team and I always say I don't care where you work, just get the job done. And every now and then you might see me working in a different country, my team might be working from the beach or whatever, but we all get the job done and just making sure you establish that.
[00:13:58] Speaker B: Yeah. And I feel that comes down to like building like a good company culture that encourages that in the first place. So I guess one thing I'd be curious about. When you go ahead and you start working with these clients, is there a part of the equation that's okay. You need to make sure if you're just starting this, you're starting to nearshore or get some near show hiring, that you need to be adjusting the culture to be able to match that. Because I feel there's. There's probably some cases that a disconnect happens and that's where maybe it's not the best fit. And you want to ensure that there's obviously a good company culture in place that will make it a successful. Not transition, but like integration within like the organization.
[00:14:37] Speaker A: Yeah, yeah, exactly. No, so for you're kind of go back to. If that culture doesn't exist, it may or may, it's probably not going to be successful. However, what I would say most almost, well, everybody who comes to me one way or not, they're actually open to making this work and trialing it. And so I always run them through, hey, these are the top five practices. And it's not difficult implement. It's just, are you willing to give this a try? And we adjust those and we work together.
But then it kind of goes back to like with all of our clients. You know, we probably have, give or take about 60 to 70 clients that we're working with at any given time. And the majority of them are on slack channels with whether it's me or my team or whatever. And so when they have that communication with us, it's easier for us to help then communicate and deliver the communication or expectations to the candidates that we place. Then from there we just get, get to work in trial.
Yeah, but like it's like I said, it's just. Yeah, I mean these are. There's a couple of things that we just got to hit over and over again. And when they do it, it's got to be success.
[00:15:45] Speaker B: Yeah, but I feel like when they work with you to like an advantage is the fact that you have that ingrained in like your own culture. Like you were talking about, like, doing what you teach, like you preach. So I feel like doing that, you have the same type of communication. You're maybe just like remote all across the globe. They can see that and they can start like, integrating that, integrating that within, like their own company culture. And as you get more hires, more hires, I mean, it just like the, the wheels just like roll really easily without, like, any issues there.
Yeah.
[00:16:13] Speaker A: I'm drinking my own medicine and, and I think at the end of the day, like, it works for us. And I'm what we do as an organization at Nearshore Business Solutions, where, where very agile.
[00:16:23] Speaker B: We're quick.
[00:16:24] Speaker A: But there's, there's a reason why we, we, we drink our own medicine and, and, and we, we, we practice reach. And it's the same like when clients come to us, always very open. I always share everything we do within our organization.
And more often than not, you can actually learn from us and take it forward and just become a better organization with a better quote.
[00:16:46] Speaker B: Yeah, no, I love that. And we've started doing that too, where like, we, we want to provide any clients resources, not just on like our offerings, but like, it could be related to like, growing your company, like doing outbound LinkedIn outreach, because we do a lot of those and that's a primary method of like biz dev. And we started doing that, and I feel like a lot of companies should be doing something similar. You should be trying to help your clients in any way possible, whether it's building a better company culture, helping them grow the company. I mean, I think the motto or like, way I like to think about it is we should be working with clients with one goal, to become a partner that they never want to like, not stop working with. Like, you want to be an amazing partner. And I feel that's like the integration you're able to provide when you're providing them candidates, you're building that great company culture with them and you're helping them make that like, integration within their company.
[00:17:34] Speaker A: Yeah. And. But what you just shared, like, to me, that's that there's a difference between a good company and a great company. And a great company is somebody who doesn't look like this is the only thing I do. They actually look at this from a holistic how do we ensure that their entire experience is in keep them with us for the long term.
[00:17:51] Speaker B: Yeah.
[00:17:51] Speaker A: And so all the extra resources that you were just talking about, that might be an extra 50% of deliverable, that that doesn't actually go to your business model. But clients find such great value on that. They just stay. Yeah, companies become great. Good on you. Yeah, exactly. Right on.
[00:18:10] Speaker B: I appreciate that. But I'm sure you have similar strategies and things that you've implemented to make sure that your clients do get value. And I feel that's something that everyone can learn from here. And another thing, because I know we've personally gone through that process when we were looking at like hiring someone from like another country, like one of like the first question I was asking myself is if we're hiring someone from like another country, like how does like the legal side of things work? Like, there's always that confusion where it's like the employee record versus setting up your, your entity abroad. Like, can you break that down in like more like plain terms? Because I don't want to get in like the too like attorney legal side of things, compliance, but love to understand like how that works and to see for someone to look at it and see if it makes sense like their current growth status or like where they're at.
[00:18:55] Speaker A: Yeah, great question. And it comes up all the time. And you know, I kind of go back, I think endemic to an extent, help accelerated these solutions to make this very easy for companies out there.
So I mean, realistically, you have three main options that most of our clients at least explore and look at. I mean the first that comes in is going to be contractors.
So that'd be the equivalent of like having a 1099. And so with contractors you could bring them on different platforms. EUR stands for employer record. And so with an employer of record, they pretty much act as a third party entity to help you directly employ this person in whatever country you are hiring within the ur, you have contractors or employees. If you do contractors, you run them all through the same platform. You, you do one payment to the platform. You don't have to manage any international transfers. They make it so incredibly easy. They also manage all the onboarding, ID verifications, people setting up their banking accounts. It's so incredibly easy.
It's such a great way to at least start testing the waters.
And then with that, I guess the second option, kind of what you mentioned is with the EOR employer records. Once again, there's a ton out there. Anybody needs a recommendation, drop me a message. But you could actually hire them as legal employees. So with Latin America, if you're paying somebody, let's say $30,000 a year, you'd pay the salary plus statutory benefits. They manage everything for you and you're dealing with the US entity that is Legal hiring any country these platforms usually work in for 180 countries. There's very few countries you could probably. There was a very, very few countries you would not be able hires me in.
And so it just makes it so incredibly like. Like for somebody testing the waters, the onboarding is a matter of week or two. And within two weeks you could have your team completely legally onboarded.
One thing you did mention is just like when you talk about the entities, let people think that's the first thing that they got to do. Starting an entity actually hire people. Yeah. It makes sense when you know this is the solution you want to do. You're going to grow your team to 10, 20, 50, 100 people. Yes. That makes sen.
Most companies want to try this up.
Always say, start off on the EUR on the employee of record, the waters list. Make sure this works for your business model. And when you're ready, we could then explore the legal solution.
[00:21:28] Speaker B: Yeah, Love that. Because. Yeah, I feel like it just like if you just look at the concept, like hiring someone from another country, if you haven't done it before, you're looking like that, like, picture, like, what am I supposed to do here? I feel like I need to get like five attorneys to get this rolling, get a new company in a different country. But there's obviously ways, like streamline that to make it a bit more efficient, to put it very simply.
[00:21:53] Speaker A: Yeah. And another part that's kind of happening because of this shift with hiring globally.
There are hundreds of EOR s out, hundreds of employee records out.
There are a few that I work with quite a bit like the ones I work with.
We work so close to me, know exactly what it works. At the end of the day, if somebody just Googles eor you could probably get somebody onboarded, like I said, within two weeks.
And so it's this whole dynamic and this new industry that has popped up thanks to pandemic to an extent, pretty much fueled this new wave of global hiring. Whether you're doing offshore, such as Asia, onshore, which is US Canada or wherever you're based, or nearshore, which is going to be Latin America.
[00:22:43] Speaker B: Yeah. Like, I feel the pandemic has brought us like, so many opportunities. I mean, for some people it's been a curse. Some people it's been a blessing in a curse. I mean, I would say for us, I mean, we've launched close to dots. I was really happy. I mean, not happy, but I was fortunate to have gone through that period. And I feel that a lot of other people have gone through that too. And it seems for like the hiring space, it's been like somewhat about a similar concept here without the blessing and a curse.
[00:23:09] Speaker A: I was telling my daughter this yesterday. I have a couple kids, but my oldest who's six. And I was just telling her about Pandemic. So she was born right before Pandemic.
Wife were just talking about it.
I don't know about you, but I know for a lot of people, Pandemic, people had to work up the doors, work remotely.
I've been working remote since Pandemic.
I can't even imagine going back into an office.
But that would have happened.
Yeah. As you mentioned, for some it was a blessing. For quite a few it was a curse. But it opened up doors and shifted mindsets to see how things could work then with global hiring.
Yeah, surge. And even now we're still seeing that surge. Global hike.
[00:23:56] Speaker B: Yeah. One of the things that I'd love to like, touch on as like we wrap things up is I know that basically in every conversation nowadays the AI side of things is always like brought into play here. But I'd really be curious, like, how, in terms of like, application, like how AI is being used in like the recruiting hiring process, because I feel like it can be used in multiple ways. But in my experience, I've spoken to some people, like the staffing hiring space, and they told me there was definitely a lot of like use cases for it. But some of them are like, yeah, it's not really there yet. We're like, we're not going to get like an AI calling potential candidates and screening them and everything like that. You can, but that can obviously affect like the experience that the candidates have. But I'd be curious to hear like, what kind of strategies you guys are using with an AI, because from my understanding, you're like a big AI guy. So I'm assuming you have a couple of things under the hood that you guys are doing.
[00:24:51] Speaker A: Yeah, yeah. So we're an AI first organization more than anything. I just find it. Absolutely.
I don't think it's going to take people's jobs. I think it's only going to help propel people to be more effective at their jobs. I think some industries or some roles are going to go away. They don't think it's going to be the doom and gloom.
We use AI for a couple of different things. The more practical ones would be probably something that saves my team per person probably at least 10 hours a week per person, at least 25% of their time is how we build out candidate profiles when we send them over.
When you think of staffing or recruitment usually the process looks pretty similar across organizations is where the recruiters go out and get to know candidates and they spend time with them and then we got to build out that profile or however we want to send the information over to our clients. Clients are usually the companies that are hired up until about a year ago. I mean profile could take anywhere from 30 minutes to 2 hours to build out and something that we do as soon as we get off our initial calls we have automations and AI pretty much pulls our audio or video transcripts we pull their resume, we pull any pre interview, pre conversation information that we had and we bring it all together to start building out the profile. So within three minutes we have the profile delivered to us in Slack but that doesn't go to the client that is always have to be reviewed by somebody's eyes, a human to make sure everything makes sense because sometimes it doesn't get it right but that video spills out the initial profile and it gets us 90% oh yeah. Other things we do that I think are really cool just how we do technical screens. We're going to be interviewing for a engineer.
I know the basics about DevOps but I don't know how to.
Instead about five minutes before the interview automatically pops up what technical questions we have to go through and then as soon as we get off the interview it runs a transcript through the test of technical knowledge and from there we can then build our own.
Those are the two biggest things we use. We also use it for quite a bit of, you know, sales and go to market ensure we're prepped for meetings when we have to review MSAs or contracts making sure we don't miss anything. So there's a lot of smaller use cases but those two right there, just the profile bid out the saving each person on my team 10 hours a week at least.
You do the math.
Pretty exciting.
[00:27:34] Speaker B: Yeah it amounts to quite a lot of hours and I mean we've seen the same things and I love your philosophy that it helps us be more efficient but it's not necessarily going to replace us. I mean some industries, yes but what that's going to create is other jobs to monitor these AIs and like AI engineer and things like that. And I know you, I believe when we spoke initially you mentioned that you had someone on your team that was like an AI engineer, like AI analytic person. So something like that which I feel like not a lot of companies have that and I feel that's a very interesting side of things when you're thinking about like AI being more efficient, everything like that.
[00:28:09] Speaker A: Oh yeah, Yeah. I have a great guy on my team and his only job is to help me think through ideas. When I come up with some or if I see a repetitive task, I tend to try to put some thoughts on paper. Then he helps digest whatever I put down to then automate.
I'll give an example. Like last Monday I had this idea. I'm like, this is taking us think. There was a task that one of my sales guys was taking out, like and I just put it on paper and I said, help me automate this. And I woke up to my slack this morning, like, here's test one, let's go test it, make sure it works. So obviously most organizations don't need an AI or automation engineer, but I do think most organizations at least need a way to start exploring and executing with these tasks.
Make the rest of the team better.
[00:28:58] Speaker B: I love that. I mean there's so many use cases. I'm sure that we will find other ways to be more efficient. I mean even like the hiring process here. But I love that and just like wrapping things up. One of the things I always like to get is more is like some actionable insights. You've obviously been around the block, but very simply there are three companies but sticking a bit more on the like the recruiting, hiring side of things. So if you have a company, they're like, hey, we obviously we're doing well, we're trying to grow, we are trying to obviously get good talent, but we're trying to be also like cost efficient too. Is there like a couple things that they should be looking at within their organization before they look at hiring like nearshore hires or anything like that? Obviously there's a lot of things that go into play, but you broke down a couple. But I'd love to hear if there's like a bullet point like checklist that they should be looking at.
[00:29:49] Speaker A: Yeah, there's a couple high level things that I would always run people through before they start. But I mean, number one, do they have the role clear or what is this person gonna do? Number two, can they do it from a computer? I mean obviously this goes without saying, but you cannot hire somebody in Medellin, Colombia to be a plumber in New York. So. But making sure you could do that with that and making sure those things go in line. And then number three, do you have the proper communication channels and to an extent, culture?
We had chatted about that, but I can't go. I can't stress this enough.
If somebody's in a walk into an organization, a new person, wherever you hire them from Colombia, Brazil, Argentina, whatever. But if they don't have it set up on a way to actually get access to the resources they need, they don't have proper communication channels and the expectation isn't clear, this isn't going to be successful. There's no point in an organization actually trying to move forward with this strategy if it's going to be a disaster.
So I always say, hey, take a step back, think through this. Does this make sense for your strategic map, however you want to set that?
And then once you do that, then let's sit down and look at actual details and the fine print and see what type of teams or profiles or individuals we could build out. And we work with clients who they do one person and they're happy. And we also work with other clients who hire 50 people over the course of 30, 40 days.
We work everywhere in between with that.
[00:31:17] Speaker B: Yeah. I mean, it obviously depends like the organization what their goal is and everything like that. But for example, if you're, if you're trying to scale your sales department, you might get 10 BDR SDR.
[00:31:26] Speaker A: Sorry.
[00:31:27] Speaker B: And you're like, let's, let's get this, let's get this rolling. Let's get the wheel in motions here.
[00:31:31] Speaker A: Yeah, yeah, exactly. And that's, that's what, where I see a few organizations going. And as I mentioned earlier, one of our biggest clients, they, they built out a BDR team of 50, 60 people with US with hiring people across every month they're adding anywhere from five to 10 more. And because they know the math works for them from a culture.
[00:31:55] Speaker B: Yeah, that's crazy. 50 to 60 directly they're scaling. So I love to see it. Perfect. Well, Eric, any like, parting thoughts, actual input, insight advice that you would have for anyone listening to the show? I always like to, to make sure we can get some value to the listeners. I know covered a lot of ground, but if there's anything else that comes to mind, I'll give you the floor here.
[00:32:18] Speaker A: Yeah, I mean, just a couple random things in no specific order. But I mean, for those listening, if you're thinking about starting a company, just, just do it. Don't wait for the perfect moment. And I say that because more often than not I see people coming up with an idea and they wait 10 years, 15 years, and they don't actually do.
And you don't have to be as stupid as I was and move to a different country and try to start a company. I mean most companies you could start wherever you want, but just get it done going in and start stress testing to see how it responds. And for those people out there who actually have companies or operators who are trying to scale. If you haven't looked at Nearshore and if you haven't looked at high on that Americ, it's worth a look. I'm always very clear. It's not for every organization out there.
For quite a few organizations it does make sense.
It's something that people ever want to talk about, want to hear a bit more about Latin America or just dork out about, you know, how to get in touch with me on LinkedIn or website or anything like that. And we gotta look through that.
[00:33:20] Speaker B: Yeah, I was gonna like ask you this because I know you're active on like LinkedIn. I think you started posting a bit of content there too. But for anyone that wants to get in touch with you, you're like, hey, I wanna, I wanna work with Eric. I wanna get some advice, make sure that we can implement this. Where should be looking at. You have your website LinkedIn anywhere else?
[00:33:37] Speaker A: Yeah, website Ericartebone. My, my profile header, it says something. I'm like the unofficial of ambassador of Columbia to the world so I'm pretty, I'm pretty easy to find. Feel free to drop me a message on our website and if you come through the website just mentioned, you heard me and it'll be my team will get that filter directly to me. But website is just nearshorebusinesssolutions.com or just Google Nearshore business solutions. Anything like that will come up or so find us on ChatGPT. We are mentioned quite a bit across the ll give it a shot.
[00:34:11] Speaker B: Ahead of his time.
Not a lot of people have that figured out that they need to work with the LLM to show up in ChatGPT. So
[00:34:21] Speaker A: one of our surprisingly one of our biggest sources of leads these days coming up in ChatGPT and Claude as well as a bit of Gemini and if you're not doing it, get on that as well pretty quickly.
[00:34:33] Speaker B: Interesting. Well, great. You heard that everyone head over to nearshorebusinesssolutions.com if you want to learn more, if you want to get in touch with Eric to your listeners. If you've enjoyed this episode, don't forget to subscribe to the podcast. Leave a review, follow comment, all that fun stuff and until then, keep pushing and we'll see you in the next one.
