March 20, 2025 • 31 mins
Are you considering nearshoring to Argentina or Mexico? This episode of The Nearshore Cafe dives into the key challenges and opportunities, including how to navigate inflation and find top tech talent in these dynamic markets. We discuss practical strategies for managing remote teams, cultural considerations, and tips for success. Jonathan Roitman shares his insights from years of experience working with nearshore teams in Latin America.
Learn how to:
* Understand the impact of inflation on nearshore operations and mitigate risks.
* Develop effective talent acquisition strategies to attract and retain top developers.
* Manage remote teams across different time zones and cultures for maximum productivity.
* Build a strong company culture in a nearshore environment that fosters collaboration and growth.
* Navigate the cultural differences between Argentina and Mexico for smoother partnerships.
💰💰💰 Our Sponsors 💰💰💰
Plugg Technologies: Plug provides software developers in LATAM for US Companies. https://www.plugg.tech/
Connect with us!
🎵 Spotify podcast: https://open.spotify.com/show/6KYcgpmN77fJm6B25469B8
🌎 Website: https://www.nearshorecafepodcast.com/
🔥 LinkedIn: https://www.linkedin.com/company/the-nearshore-cafe
🍎 Apple Podcast: https://podcasts.apple.com/us/podcast/the-nearshore-cafe/id1775525954
#nearshoring #argentina #mexico #inflation #talentshortage #remoteteams #latinamerica #softwaredevelopment #techteams #managingremoteteams #crossculturalteams #nearshore #argentinaeconomy #mexicoeconomy #thenearshorecafe #pluggtechnologies #JonathanRoitman #remotework #techjobs #latinamericantalent #business #outsourcing #offshoring
📢 Don’t forget to LIKE, SUBSCRIBE, and TURN ON NOTIFICATIONS for more insights on Latin America’s growing tech scene! 🎧🔥
_________________________
🔗 Connect With Us
🔗 Stay Connected:
✅ Host: Brian Samson | LinkedIn: https://www.linkedin.com/in/briansamson/
✅ Sponsor: Plugg Technologies | PLUGG.tech
✅ Follow The Nearshore Cafe Podcast for More Insightful Episodes!
_________________________
Our social pages:
🎵 Spotify podcast: https://open.spotify.com/show/6KYcgpmN77fJm6B25469B8
🌎 Website: https://www.nearshorecafepodcast.com/
🔥 LinkedIn: https://www.linkedin.com/company/the-nearshore-cafe
🎙️ Apple Podcast: https://podcasts.apple.com/us/podcast/the-nearshore-cafe/id1775525954
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:35):
Welcome everyone to another episode of the Nearshore
Cafe podcast.
I'm Brian Sampson, your host.
We're going to get into somecool stuff.
Today we have a guest who'slived in Buenos Aires and Mexico
City and he's also done it froma nearshoring tint and angle.
We'll welcome JonathanReutemann in just a second.
(00:55):
Let me first thank our sponsor,plug Technologies pluggtech
Great way to connect talent fromall over Latin America with US
companies.
John, so nice to have you today.
Speaker 2 (01:10):
Thanks, Brian.
I'm happy to be here.
So let's get to it.
But really excited to be here.
Speaker 1 (01:16):
John, you're a global guy.
Where in the world are youtoday?
Speaker 2 (01:20):
Right now.
I'm in Mexico City.
For more than over a year now,so it has been quite a ride,
because for 30 years in a rowI've been living in Buenos Aires
, argentina.
I have had my share of travelto the US as well, but Mexico
has caught me right now, andthis is where I am right now.
Speaker 1 (01:40):
We're going to get a lot more into that in just a
minute.
What I really enjoyed aboutyour background, john, is how
diverse it is.
You've touched a lot ofdifferent pieces of the business
and I know you always lead with.
I'm not a technical guy, butyou know a lot of technical
stuff, so maybe if you couldjust take a few minutes and walk
us through your career so thelistener has a sense of the
(02:04):
context you're coming with, sure.
Speaker 2 (02:07):
So I would say, as you just mentioned perfectly,
that I'm not a technical guy.
Haven't touched a single lineof code in my life other than
trying to learn Hello World kindof like coding, but it was too
much for me.
So I come from a verymultinational kind of world in
which I have been like afinancial analyst.
(02:29):
I have been an auditor even inmy earliest days, but then my
career started to take some sortof meaningful trajectory into
what is now called productmanagement.
But within product managementand I think a lot of people that
are going to hear thisconversation can relate the fact
is that product management canmean a lot and can mean nothing
(02:54):
at the same time.
So in those, let's say, sixyears that I have been
performing this kind of role asa product manager, I've also
been called and doing the rolethat you usually listen as a
project manager, businessanalyst, scrum master, product
owner, program manager and, ofcourse, product manager or
(03:16):
product delivery manager.
And it is quite funny becausethese days, since people just
don't know what the role is allabout, what you end up doing is
the job of more than two orthree people at the same time.
That is for the productmanagement side.
Then I have the opportunity totransition from product manager
(03:37):
into a more managerial role inoperations and delivery.
That's what I have been doinguntil this point, in which I
have been part of a company thatwas, let's say, thanks to the
pandemic, because, we have to behonest about it, it had
excessive and uncontrolledgrowth, which is a very nice
problem to have, but with that,there was a need to, you know,
(04:00):
put the house in order, that is,set up processes, define
metrics for a lot of departments, improve communication and make
sure that people are notworking in silos with
overlapping responsibilities and, last, to prepare the
organization for sustainablegrowth, because you grow too
(04:21):
much and then, at the end of theday, you need to iterate and
make sure that what you aredoing is making sense.
Finally, I think I'm going toofar with this, but I have the
opportunity to lead thetechnology delivery team of our
company, ensuring deliveryexcellence, improving customer
satisfaction, developing ourtalent and professionalizing our
(04:43):
organization.
Action developing our talentand professionalizing our
organization.
Speaker 1 (04:46):
Yeah, that's super interesting, john, and I love
how you've touched so manydifferent pieces.
I think a lot of times Americancompanies, you know as they
think about nearshoring, they'renot quite sure, like, what is
what's done?
The same way, and you knowwhat's different From your
experience.
Maybe we'll even talk aboutthings like scrum meetings and
(05:07):
kind of the Agile framework andsprints and so forth.
From your perspective, whatfeels the same, what feels
different and how does that workwith two teams in two different
time zones?
Speaker 2 (05:19):
There's not really much of a difference when it
comes to who are you workingwith.
If there's something that thepandemic taught us, is that we
can all work from Qatar, china,kuala Lumpur, mexico, alaska at
the same time, of course, if youare in time zone alignment.
But you can work remotely andthere's not really a difference
(05:40):
with what you are doing remotelyagainst what you are doing in
the office.
Actually, if I may, people arenow so used to the fact of they
need to be working remotely thatmaybe the working dynamic
working on-site has been kind oflike broken a little bit,
because people are not used towork like that.
There's a whole generation ofnew developers that have been
(06:04):
educated in boot camps or notsure.
Universities are what I'maiming at, but there are a lot
of, you know, new generation ofdevelopers that don't know how
to work in an office, and thatis global.
It's not delimited to a certainregion, if that makes sense.
Speaker 1 (06:20):
Interesting.
So with Argentina, you know,and like people look on the map
and they see like okay, that'snot a straight line south, the
continent kind of butts out.
What does that mean, you know,for time zone if you're working
with Argentina, and then maybeyou could even shed a little bit
on the culture and like eatingtimes and how all this, you know
, impacts the workday.
Speaker 2 (06:42):
Say that Argentina is pre-aligned to the US and to
Latin America in general.
We share a lot of working hours.
I'm actually right now inMexico, three hours behind
Argentina, so of course you needto take that into account.
But, for example, in the US,you can either work from central
time, which is where I am rightnow, or Pacific time or Eastern
(07:04):
time, and, depending on whereyou are, maybe it's more
advantageous to work withArgentina, maybe with Mexico,
maybe with Colombia.
So that is something that youalways need to consider.
But at the end of the day,people in Latin America are very
manageable, they adapt, theyare very flexible.
That's what I'm trying to say.
So if they have to, let's say,move their working hours a
(07:27):
little bit, they will mostlikely do it.
Not sure about the otherquestion that you were just
mentioning.
Speaker 1 (07:36):
Yeah, you know it's more like mealtimes and stuff.
Like you know, people eat verylate in Argentina.
Does that have an impact on theworkday or do they still kind
of wrap up at normal hours?
Speaker 2 (07:48):
Well, that is a very interesting question, mostly
because I'm a foodie myself andI come from one of the best
places in which you can getsomething to eat.
People in Argentina, when theyhave dinner time which is very
different from Mexico and the USthey have dinner at 10 pm.
That's like the average hourWhilst in Mexico or in the US 7
(08:11):
pm, 8 pm tops which is a farbetter practice.
If I may, that's what I'mcurrently adapting to, because
in terms of health, that's waybetter, but what that means is
that activity in Argentina goesup until sometimes midnight.
So people are very aware andthey're very trained in the art
(08:33):
of working, maybe in differenthours, maybe starting later and
then finishing later.
It's about every singleperson's commitment and
situation.
Speaker 1 (08:45):
Good, good.
I want to get back to the foodin just a moment.
Can you just talk about?
You know you've beenresponsible for delivery.
You know engineering teams.
Can you just talk about?
Like, forget Nearshore for asecond, just best practices.
You know how do you run a goodteam, how do you ensure the
(09:08):
engineers are happy, they'reproductive?
And then we can tie this inlater.
Speaker 2 (09:15):
Well, I think it's a matter of knowing who you are
working with at the end of theday.
In my personal case, I haveworked with US companies for
over a decade, so I have this,let's say, understanding of
their work culture andexpectations in terms of hard
skills, soft skills and theunspoken rules of professional
(09:35):
dynamics, like managing up fortime and punctuality, which is
kind of obvious, but not really.
But from a Latin American,let's say, resource perspective,
when you're working alongsideyour teammates who are in Latin
America, you need to make surethat you are making everyone a
part of the team, that you arevery clear in your
(09:58):
communications and if you havenews not only good news but also
bad news you make sure that theorganization understands that
people are very cautious when orabout you know people
delivering news they don't want,that they are not very
(10:19):
comfortable sharing.
That is sorry.
Maybe I need to read the answer, brian.
Should we go again with that?
That is sorry.
Maybe I need to read the answer, brian.
Should we go again with that?
Speaker 1 (10:25):
Sure, sure, I'll ask the same question.
So, john, you've ledengineering teams.
You've got a good sense of howto make them happy, productive.
Speaker 2 (10:39):
What are some of your tips and best practices for
that?
So I would say, working withLatin American people,
colleagues for over a decade,while also working with US
companies that value differentthings, I would say that for
Latin American people I wouldsay the best practices are
transparency and candor arehighly valued.
You need to fostercommunication and share the good
(10:59):
and the bad news.
You need to be very wary aboutyour corporate communications
and ensure everyone, from top tobottom, understand the context
and business status, becausethey're going, let's say, to put
the shirt on.
If they understand where thecompany is and they are not
considering you, the company,like these evil corporate fat
(11:20):
guys who are taking all thedecisions against the people's
will.
They will be aligned to you ifthey think, and if they're
communicated properly, that theyare part of that organization.
You also need to aspire, in myopinion, to long-term, so
tenured teams.
That fosters a strong companyculture.
(11:41):
At the end of the day, everysingle leader will understand.
Every leader, let's say, inmiddle management, will
understand how you work.
That is the style.
You have communicationprocesses and your problem
solving skills and at the end ofthe day also, you get
granularity, so you get to knowevery single person in your
(12:02):
organization, because yourmiddle managers are already
there.
They know how to make sure thatno one gets through the cracks
during an onboarding process.
Speaker 1 (12:13):
Yeah, you hit on something interesting about you
know, just like culture andstyle and, considering you've
worked in Mexico, you've workedin Argentina and probably
interacted with engineers inother countries as well and I
know, john, everybody'sdifferent and everybody's a
unique snowflake, but are therepatterns you've seen Like
(12:38):
stylistically, this is a goodway to communicate with devs in
Mexico versus Argentina, versusother countries you've worked
with.
Speaker 2 (12:50):
I have worked mostly with Mexican people and
Argentinian people.
I would say the main differenceis how Argentinians and
Mexicans talk directly tosomeone else, for example.
Argentinians are very directand vocal, so if you're
unfamiliar with that, you needto make sure that you understand
(13:12):
it's not defiance that you'regetting from that people.
An Argentinian and I amspeaking for myself here as well
we tend to challenge opinionswith proper support, with proper
justification, but thatdirectness can be seen as
daunting and could createfriction if expectations are not
(13:34):
aligned into this.
I would say Mexicans are morereserved, I think historically.
Maybe I'm wrong here, but therehas been a lot of workplace
abuse and Mexicans are highlyperceptive of red flags.
However, they won't voice theirconcerns out loud, but rather
(13:55):
might organize collectively orin some extreme cases, which I
have been witness of, they cantake on multiple jobs, mostly
because of the lack of controlthat the remote setting can
bring.
So it's a side effect that youneed to be able to handle
properly there, or they couldjust take a disengaged,
hands-off approach.
(14:15):
I would say that's the maindifference.
But one important thing thatyou need to consider here is
that this is not about justpeople.
It's just about products orservices that you offer.
There's no way in which you cancopy-paste a solution that
works in one place into another.
Let's give an example here.
You have a very good product orservice that is doing great in
(14:40):
Argentina and because of that,you feel that in Mexico it's
going to have a better effect.
That's a bias.
I'm not sure what's the actualname for that bias, but you need
to be humble and make sure thatyou hire local talent wherever
it is that you are going,because at the end of the day,
(15:00):
they're going to be the ones whoraise their concerns if you are
coming in too hot and if youare like thinking that in your
prior success you're attemptingsomething that is not going to
be properly received in theother country.
Speaker 1 (15:16):
Interesting, interesting, john.
Going back to what you saidbefore about Mexicans maybe not
feeling as confident orcomfortable voicing concerns and
you know I've spent a lot oftime in Argentina and I could I
could validate that.
You know, maybe the first timeyou hear complaints like, oh my
gosh, what am I doing?
(15:37):
And then you just realize thatit's cultural and it's just very
, very common.
But because it's more quiet andreserved in Mexico, it's like
you don't know how they'rereally thinking.
What are some maybe tips andadvice to elicit that?
And, you know, get morefeedback from the team.
Speaker 2 (15:58):
That's a very good question, ryan.
I would say ensure transparencyand be open in your
communication.
So that's one.
Then you need to providestability in the job perspective
, right, that is, clear rulesabout what you are expecting
from them and what they canexpect from you, and make sure
that you make them feel a partof your team, regardless if they
(16:22):
are coming from a vendor or ifthey are on your payroll.
They always need to be treatedthe same and make sure they feel
part of something bigger.
It's not just themselves in adesk working against a computer.
They are part of a company.
That's one of actually thebiggest challenges with remote
work these days.
I think it applies perfectly tothis question that you had.
Speaker 1 (16:46):
Yeah, absolutely.
I could see a lot ofapplications for that.
Thank you, let's just take alittle detour on work and talk
about living.
So maybe to set the scene inBuenos Aires, like what
neighborhoods were you living?
You know, where did you grow up?
Speaker 2 (17:08):
So I grew up in Buenos Aires, argentina, ciudad
Autónoma de Buenos Aires, whichis the capital city of the
country, and have moved aroundbetween neighborhoods over there
, not really to other placeslike right now in Mexico.
So I have lived pretty much allmy life in Buenos Aires.
Yeah, and which neighborhoods,john.
I have lived in Bishopquiza,ezeiza, or Canning, for someone
(17:35):
who knows better Palermo andBelgrano.
Speaker 1 (17:38):
Got it, got it, and where do?
If a software company werelooking to establish offices in
Buenos Aires, are there areas orneighborhoods that you would
suggest that they look moreclosely at?
Speaker 2 (17:56):
Depends on what you're looking after.
There are many neighborhoodswho are tech hubs, for example
Parque Patricios, which is kindof south part of the city and
it's not really that good ofcommute for a lot of people.
Then we have Palermo and youhave Belgrano, who are also,
let's say, more trendy, morefancy, more full of tourists.
(18:19):
I can say the commute,depending on where you live, can
also be a pain, but the goodthing about that is that you
have a lot of bars, pubs,restaurants and green places
that you can go in a very shortdistance.
What I previously said aboutParque Patricios is mostly
(18:41):
because the government hasissued tax exemptions for a lot
of companies establishing therebecause they wanted to make a
tech hub there.
So I would say those are thetwo main places.
Some companies who are goingbeyond the city borders, just up
north to Vicente Lopez orOlivos, and there's like a small
tech hub for some companies.
But at the end of the day,parque Patricios and Palermo for
(19:04):
me are the two main spots.
Speaker 1 (19:07):
Yeah, as companies start to scale, is Palermo still
usually the right place, or isthat like something they should
think about, maybe for smallercompanies?
Speaker 2 (19:20):
That is a good question.
I mean, a lot of offices havebeen emptied because of the
pandemic.
I mean, this is worldwide,right.
There was, like this, the citycenter, more towards Nueve de
Julio, this huge and famousavenue in which the Obelisco is.
That was the original place inwhich all multinational
(19:41):
companies and offices were set.
So a lot of people, or sorry, alot of companies, have
withdrawn from those places andthey are trying to incentivize
their use once again.
So if you are a multinationalcompany, that's your spot.
If you are a smaller companythat can leverage co-working
spaces or smaller venues, thenyou should go more for Palermo
(20:03):
in that matter.
Speaker 1 (20:05):
Got it, got it.
What's the right way to goabout recruiting if you are not
in Argentina and you're tryingto recruit people in Argentina,
should they go right away to anagency or their job boards or
other ways like they could kindof infiltrate and get their
first couple of team members?
Speaker 2 (20:24):
Well, right now, I would say it's easier than ever
to recruit people from otherparts of the world because of
globalization, remote workEveryone now knows the rules of
the game.
They're used to that.
There are many ways in whichyou can recruit people from
abroad.
You can either do it yourself,if you somehow know the rules of
(20:45):
the country you're trying tohire people from.
You can also hire an agencythat can collect sorry, that can
earn their paycheck byproviding you with the best
talent and grab a commission outof that.
Or you can go to a company thatprovides us, for example,
Neosher companies, a hugestructure that not only provides
(21:07):
you with a recruiter or a techdeveloper, but also support for
ongoing labor.
But also support for ongoinglabor.
They're not just going to handover the resource to you, but
rather hand over the resource,equip them, pay them, manage
their payroll and make sure thatthey are well taken care of.
So there are many ways in whichyou can do that.
There are a lot of pros andcons in each of them, so you
(21:31):
need to make sure that youanalyze the situation and how
much are you willing to spend interms of money and effort to
actually deliver on that.
Speaker 1 (21:38):
Yeah, john, a topic that comes up a lot in the show
is inflation, and it soundsintimidating, you know, like
when we're in the States and youknow we get all bent out of
shape because our egg priceshave gone up by 30 cents or
something.
But this is a challenge for thepopulation of Argentina.
(22:03):
Could you share a little moreabout, maybe, how companies are
addressing this, and what shoulda new entrant to Argentina be
considering, as they have todeal with inflation, which is
just a reality?
Speaker 2 (22:17):
Yeah, so that's a very complex topic.
I will try to break it down foryou to the best of my ability,
so bear with me here.
First and foremost, Argentinahas been in a political crisis
cycle, an economic crisis cycle,for two decades yes, Pretty
much since I was born.
I am 32 right now, but I havemy own share of economic and
(22:42):
cyclic crisis.
In that sense, inflation hasbeen triggered exponentially in
the last couple of years, upuntil 2023, in which there was
this government change from aparty that was governing from
almost 20 years, which is moreleft-wing, to another new
(23:02):
government, more right-wing inthat case, Up until 2023,
because of this high inflation,constant cycles.
We also had another thing coming, which was high devaluation the
peso.
When the Argentinian peso hasgone from since I can remember
(23:23):
let's call it 2018, in which oneUS dollar could earn you 20
Argentinian pesos, to a maximumpoint in which, by 2023, if I'm
not mistaken, $1 was worth 1,300pesos.
Maybe I am missing by a marginthere.
(23:45):
It could have been higher, butI can say that in the meantime,
in Mexico, in 2018, that was thesame exchange rate that they
have today, which is 1 to 20.
They haven't moved, butArgentina has had this enormous
percentage of inflation anddevaluation.
Right, Trying to go more forthe dollar, because that's how,
(24:09):
when a company comes toArgentina, they need to consider
this up until 2023 was a dollarfever.
That means the Argentinian pesohad no value for its people.
Actually like a fun not really afun fact, but a curious one is
that people, whenever they hadsome cash to spare, they would
rather burn it in activities, ingoing out for dinner, and
(24:31):
that's why you saw a lot ofrestaurants packed even though
the country was in crisis,because saving that money meant
like maybe in a week it wouldlose 50% of its value, and that
is really hard to swallow if youare not from Argentina and
you're not used to that.
So when you earned in US dollarsup until 2023, of course, but
(24:55):
earning in dollars couldliterally change your life.
Considering this newadministration change from 2024
and onwards, the economy had toreally adjust.
This is doubled or tripledbecause they were, like, very
far behind market pricesinternationally and now
(25:17):
Argentina is actually moreexpensive in general than Mexico
.
People are starting to valuejob stability, health insurance
and benefits once again, becausethey stopped having that when
they became contractors in orderto earn in US dollars.
However, this let's say newtrend is in its early stages.
(25:38):
People are still valuing USdollars because this let's say
new built trust on theArgentinian peso is weak, to say
the least, because it's reallystarting just now.
Speaker 1 (25:53):
Got it.
Got it Complicated issue, butthanks for laying it out that
cleanly.
A couple of fun questions, John, as we start to wrap up your
top one or two favoriterestaurants in Buenos Aires.
I've not prepared this questionfor you, but it might be the
hardest one of the episode.
Speaker 2 (26:16):
I would say Well, I cannot.
Whenever I go to Argentina, Icannot not go to Guerrín, which
is one of the most famouspizzerias in Argentina, and in a
very short distance you haveone of the greatest ice cream
shops of Argentina, which isHeladeria Cadore.
(26:36):
It has actually earned a lot ofprizes, being named as one of
the best ice cream shops in theworld, and then depends, of
course, on your taste.
If you like pasta, I reallylike a parolacchia.
If you like burgers, man, youhave a lot of options.
So I would say that I don'twant to risk by giving you one
(26:56):
answer, because I am going toinsult so many people that are
going to be trying to enjoy thisepisode and then started to
hate me because of this.
Speaker 1 (27:06):
Same question, john, but Mexico City favorite couple
of restaurants there favoritecouple restaurants there.
Speaker 2 (27:15):
I can answer that, Brian.
Really, this is just betweenyou and me, so please delete
this.
I'm not usually going out toeat outside and try to cook a
lot.
I don't like spicy food.
Maybe I can answer that, butit's going to be really hurting
if I'm starting to say thingslike that.
Speaker 1 (27:33):
That's okay, I think we'll keep this in here for fun,
but I do want to leave it withthis last point, which I think
is really funny, because you'reone of many, many, many people
from Argentina that have saidthis you don't like spicy food.
So going to a country thatthrives off of spice, how do you
(27:54):
manage?
Speaker 2 (27:55):
that I really gave it a chance, brian.
I have to be honest, I reallytried.
At the end of the day, I canexcuse myself saying that I have
a very Argentinian palate,which is mostly true for a lot
of Argentinians who are, youknow, being expatriated to
Mexico.
The fact is that here, you know, spicy food attacks your tongue
(28:21):
, you know it overwhelms yoursenses.
I am just more.
I am really sensitive to thatand I have tried, I have given
that a lot of chances.
I really like tacos pambazosnot from any specific place,
because I am really tempted.
When I go out to the street,you have taco hosts like every
(28:41):
one or two blocks.
It's like the density isoverwhelming.
I really like them, but I tendto leave the spicy things out of
that equation and because ofthat, the things that you end up
, the remaining things that youcan add to the taco, are really
dull.
There are really very fewthings that you can add to a
(29:03):
taco that are not spicy, so itshortens your options.
Speaker 1 (29:07):
This is why people listen to this podcast.
John is the true, authentic,good bad of the different
cultures.
I love it.
So amazing answer and, like Isaid, not the first time I've
heard this from someone inArgentina and, funny enough, the
inverse happens too.
I'll get people from Mexicocome to Argentina and say
(29:30):
there's no flavor here.
Speaker 2 (29:33):
That is actually true .
Yeah, I have had my share ofexperiences in which I of course
try to bring my culture to them, because I like to share and
you're not as Argentinian as youcan be after you leave the
country.
That's when you get the mostArgentinian possible.
I try to share dulce de leche.
I've tried to share alfajores.
(29:54):
They are too sweet for peoplehere in Mexico.
They are not used to that Likeit's a lot.
And maybe for me it's not a lotbecause I come from there.
I have eaten that all my life,with mate, for example, which is
our herbal drink of excellence,non-alcoholic.
Of course there's a 50-50 there.
(30:15):
People either love it or hateit.
But it's an acquired tastebecause whenever you first got
into beer whenever that was youof course didn't like it.
You actually like what is thatthat you're giving me?
You end up growing into it.
And because the meat, of coursethat whenever someone goes to
Argentina and I give themdirections, sometimes they say I
(30:37):
would like to, you know, putsome sauce in it, some spice on
it, but whatever you guys havein Argentina is really not good.
But there are a lot of peoplewho actually, you know, enjoy
the taste of the meat itself,because we just don't add
anything else to it.
Speaker 1 (30:53):
Yeah, you can count me in that group, john, when I
go to Argentina.
It is the best steak in theworld and just a little salt,
that's all I need.
It's amazing, thank you for thatMaybe a little chimichurri
every once in a while, butnothing crazy.
But I think this is a great,great place to end the show.
(31:15):
John, great tips on managinginflation, thinking through best
practices, building yourculture.
And who could forget our foodconversation?
You've been listening to theNearshore Cafe podcast sponsored
by Plug Technologies pluggtechGreat way to connect talent from
all over Latin America withgrowing US companies.
(31:36):
Thanks so much, john, great tohave you.
Speaker 2 (31:39):
Thanks for having me, brian, have a great rest of the
week and hope you guys haveenjoyed this conversation.
Thank you, we'll see you againnext time.
Welcome everyone to another episode of the Nearshore
Cafe podcast.
I'm Brian Sampson, your host.
We're going to get into somecool stuff.
Today we have a guest who'slived in Buenos Aires and Mexico
City and he's also done it froma nearshoring tint and angle.
We'll welcome JonathanReutemann in just a second.
(00:55):
Let me first thank our sponsor,plug Technologies pluggtech
Great way to connect talent fromall over Latin America with US
companies.
John, so nice to have you today.
Speaker 2 (01:10):
Thanks, Brian.
I'm happy to be here.
So let's get to it.
But really excited to be here.
Speaker 1 (01:16):
John, you're a global guy.
Where in the world are youtoday?
Speaker 2 (01:20):
Right now.
I'm in Mexico City.
For more than over a year now,so it has been quite a ride,
because for 30 years in a rowI've been living in Buenos Aires
, argentina.
I have had my share of travelto the US as well, but Mexico
has caught me right now, andthis is where I am right now.
Speaker 1 (01:40):
We're going to get a lot more into that in just a
minute.
What I really enjoyed aboutyour background, john, is how
diverse it is.
You've touched a lot ofdifferent pieces of the business
and I know you always lead with.
I'm not a technical guy, butyou know a lot of technical
stuff, so maybe if you couldjust take a few minutes and walk
us through your career so thelistener has a sense of the
(02:04):
context you're coming with, sure.
Speaker 2 (02:07):
So I would say, as you just mentioned perfectly,
that I'm not a technical guy.
Haven't touched a single lineof code in my life other than
trying to learn Hello World kindof like coding, but it was too
much for me.
So I come from a verymultinational kind of world in
which I have been like afinancial analyst.
(02:29):
I have been an auditor even inmy earliest days, but then my
career started to take some sortof meaningful trajectory into
what is now called productmanagement.
But within product managementand I think a lot of people that
are going to hear thisconversation can relate the fact
is that product management canmean a lot and can mean nothing
(02:54):
at the same time.
So in those, let's say, sixyears that I have been
performing this kind of role asa product manager, I've also
been called and doing the rolethat you usually listen as a
project manager, businessanalyst, scrum master, product
owner, program manager and, ofcourse, product manager or
(03:16):
product delivery manager.
And it is quite funny becausethese days, since people just
don't know what the role is allabout, what you end up doing is
the job of more than two orthree people at the same time.
That is for the productmanagement side.
Then I have the opportunity totransition from product manager
(03:37):
into a more managerial role inoperations and delivery.
That's what I have been doinguntil this point, in which I
have been part of a company thatwas, let's say, thanks to the
pandemic, because, we have to behonest about it, it had
excessive and uncontrolledgrowth, which is a very nice
problem to have, but with that,there was a need to, you know,
(04:00):
put the house in order, that is,set up processes, define
metrics for a lot of departments, improve communication and make
sure that people are notworking in silos with
overlapping responsibilities and, last, to prepare the
organization for sustainablegrowth, because you grow too
(04:21):
much and then, at the end of theday, you need to iterate and
make sure that what you aredoing is making sense.
Finally, I think I'm going toofar with this, but I have the
opportunity to lead thetechnology delivery team of our
company, ensuring deliveryexcellence, improving customer
satisfaction, developing ourtalent and professionalizing our
(04:43):
organization.
Action developing our talentand professionalizing our
organization.
Speaker 1 (04:46):
Yeah, that's super interesting, john, and I love
how you've touched so manydifferent pieces.
I think a lot of times Americancompanies, you know as they
think about nearshoring, they'renot quite sure, like, what is
what's done?
The same way, and you knowwhat's different From your
experience.
Maybe we'll even talk aboutthings like scrum meetings and
(05:07):
kind of the Agile framework andsprints and so forth.
From your perspective, whatfeels the same, what feels
different and how does that workwith two teams in two different
time zones?
Speaker 2 (05:19):
There's not really much of a difference when it
comes to who are you workingwith.
If there's something that thepandemic taught us, is that we
can all work from Qatar, china,kuala Lumpur, mexico, alaska at
the same time, of course, if youare in time zone alignment.
But you can work remotely andthere's not really a difference
(05:40):
with what you are doing remotelyagainst what you are doing in
the office.
Actually, if I may, people arenow so used to the fact of they
need to be working remotely thatmaybe the working dynamic
working on-site has been kind oflike broken a little bit,
because people are not used towork like that.
There's a whole generation ofnew developers that have been
(06:04):
educated in boot camps or notsure.
Universities are what I'maiming at, but there are a lot
of, you know, new generation ofdevelopers that don't know how
to work in an office, and thatis global.
It's not delimited to a certainregion, if that makes sense.
Speaker 1 (06:20):
Interesting.
So with Argentina, you know,and like people look on the map
and they see like okay, that'snot a straight line south, the
continent kind of butts out.
What does that mean, you know,for time zone if you're working
with Argentina, and then maybeyou could even shed a little bit
on the culture and like eatingtimes and how all this, you know
, impacts the workday.
Speaker 2 (06:42):
Say that Argentina is pre-aligned to the US and to
Latin America in general.
We share a lot of working hours.
I'm actually right now inMexico, three hours behind
Argentina, so of course you needto take that into account.
But, for example, in the US,you can either work from central
time, which is where I am rightnow, or Pacific time or Eastern
(07:04):
time, and, depending on whereyou are, maybe it's more
advantageous to work withArgentina, maybe with Mexico,
maybe with Colombia.
So that is something that youalways need to consider.
But at the end of the day,people in Latin America are very
manageable, they adapt, theyare very flexible.
That's what I'm trying to say.
So if they have to, let's say,move their working hours a
(07:27):
little bit, they will mostlikely do it.
Not sure about the otherquestion that you were just
mentioning.
Speaker 1 (07:36):
Yeah, you know it's more like mealtimes and stuff.
Like you know, people eat verylate in Argentina.
Does that have an impact on theworkday or do they still kind
of wrap up at normal hours?
Speaker 2 (07:48):
Well, that is a very interesting question, mostly
because I'm a foodie myself andI come from one of the best
places in which you can getsomething to eat.
People in Argentina, when theyhave dinner time which is very
different from Mexico and the USthey have dinner at 10 pm.
That's like the average hourWhilst in Mexico or in the US 7
(08:11):
pm, 8 pm tops which is a farbetter practice.
If I may, that's what I'mcurrently adapting to, because
in terms of health, that's waybetter, but what that means is
that activity in Argentina goesup until sometimes midnight.
So people are very aware andthey're very trained in the art
(08:33):
of working, maybe in differenthours, maybe starting later and
then finishing later.
It's about every singleperson's commitment and
situation.
Speaker 1 (08:45):
Good, good.
I want to get back to the foodin just a moment.
Can you just talk about?
You know you've beenresponsible for delivery.
You know engineering teams.
Can you just talk about?
Like, forget Nearshore for asecond, just best practices.
You know how do you run a goodteam, how do you ensure the
(09:08):
engineers are happy, they'reproductive?
And then we can tie this inlater.
Speaker 2 (09:15):
Well, I think it's a matter of knowing who you are
working with at the end of theday.
In my personal case, I haveworked with US companies for
over a decade, so I have this,let's say, understanding of
their work culture andexpectations in terms of hard
skills, soft skills and theunspoken rules of professional
(09:35):
dynamics, like managing up fortime and punctuality, which is
kind of obvious, but not really.
But from a Latin American,let's say, resource perspective,
when you're working alongsideyour teammates who are in Latin
America, you need to make surethat you are making everyone a
part of the team, that you arevery clear in your
(09:58):
communications and if you havenews not only good news but also
bad news you make sure that theorganization understands that
people are very cautious when orabout you know people
delivering news they don't want,that they are not very
(10:19):
comfortable sharing.
That is sorry.
Maybe I need to read the answer, brian.
Should we go again with that?
That is sorry.
Maybe I need to read the answer, brian.
Should we go again with that?
Speaker 1 (10:25):
Sure, sure, I'll ask the same question.
So, john, you've ledengineering teams.
You've got a good sense of howto make them happy, productive.
Speaker 2 (10:39):
What are some of your tips and best practices for
that?
So I would say, working withLatin American people,
colleagues for over a decade,while also working with US
companies that value differentthings, I would say that for
Latin American people I wouldsay the best practices are
transparency and candor arehighly valued.
You need to fostercommunication and share the good
(10:59):
and the bad news.
You need to be very wary aboutyour corporate communications
and ensure everyone, from top tobottom, understand the context
and business status, becausethey're going, let's say, to put
the shirt on.
If they understand where thecompany is and they are not
considering you, the company,like these evil corporate fat
(11:20):
guys who are taking all thedecisions against the people's
will.
They will be aligned to you ifthey think, and if they're
communicated properly, that theyare part of that organization.
You also need to aspire, in myopinion, to long-term, so
tenured teams.
That fosters a strong companyculture.
(11:41):
At the end of the day, everysingle leader will understand.
Every leader, let's say, inmiddle management, will
understand how you work.
That is the style.
You have communicationprocesses and your problem
solving skills and at the end ofthe day also, you get
granularity, so you get to knowevery single person in your
(12:02):
organization, because yourmiddle managers are already
there.
They know how to make sure thatno one gets through the cracks
during an onboarding process.
Speaker 1 (12:13):
Yeah, you hit on something interesting about you
know, just like culture andstyle and, considering you've
worked in Mexico, you've workedin Argentina and probably
interacted with engineers inother countries as well and I
know, john, everybody'sdifferent and everybody's a
unique snowflake, but are therepatterns you've seen Like
(12:38):
stylistically, this is a goodway to communicate with devs in
Mexico versus Argentina, versusother countries you've worked
with.
Speaker 2 (12:50):
I have worked mostly with Mexican people and
Argentinian people.
I would say the main differenceis how Argentinians and
Mexicans talk directly tosomeone else, for example.
Argentinians are very directand vocal, so if you're
unfamiliar with that, you needto make sure that you understand
(13:12):
it's not defiance that you'regetting from that people.
An Argentinian and I amspeaking for myself here as well
we tend to challenge opinionswith proper support, with proper
justification, but thatdirectness can be seen as
daunting and could createfriction if expectations are not
(13:34):
aligned into this.
I would say Mexicans are morereserved, I think historically.
Maybe I'm wrong here, but therehas been a lot of workplace
abuse and Mexicans are highlyperceptive of red flags.
However, they won't voice theirconcerns out loud, but rather
(13:55):
might organize collectively orin some extreme cases, which I
have been witness of, they cantake on multiple jobs, mostly
because of the lack of controlthat the remote setting can
bring.
So it's a side effect that youneed to be able to handle
properly there, or they couldjust take a disengaged,
hands-off approach.
(14:15):
I would say that's the maindifference.
But one important thing thatyou need to consider here is
that this is not about justpeople.
It's just about products orservices that you offer.
There's no way in which you cancopy-paste a solution that
works in one place into another.
Let's give an example here.
You have a very good product orservice that is doing great in
(14:40):
Argentina and because of that,you feel that in Mexico it's
going to have a better effect.
That's a bias.
I'm not sure what's the actualname for that bias, but you need
to be humble and make sure thatyou hire local talent wherever
it is that you are going,because at the end of the day,
(15:00):
they're going to be the ones whoraise their concerns if you are
coming in too hot and if youare like thinking that in your
prior success you're attemptingsomething that is not going to
be properly received in theother country.
Speaker 1 (15:16):
Interesting, interesting, john.
Going back to what you saidbefore about Mexicans maybe not
feeling as confident orcomfortable voicing concerns and
you know I've spent a lot oftime in Argentina and I could I
could validate that.
You know, maybe the first timeyou hear complaints like, oh my
gosh, what am I doing?
(15:37):
And then you just realize thatit's cultural and it's just very
, very common.
But because it's more quiet andreserved in Mexico, it's like
you don't know how they'rereally thinking.
What are some maybe tips andadvice to elicit that?
And, you know, get morefeedback from the team.
Speaker 2 (15:58):
That's a very good question, ryan.
I would say ensure transparencyand be open in your
communication.
So that's one.
Then you need to providestability in the job perspective
, right, that is, clear rulesabout what you are expecting
from them and what they canexpect from you, and make sure
that you make them feel a partof your team, regardless if they
(16:22):
are coming from a vendor or ifthey are on your payroll.
They always need to be treatedthe same and make sure they feel
part of something bigger.
It's not just themselves in adesk working against a computer.
They are part of a company.
That's one of actually thebiggest challenges with remote
work these days.
I think it applies perfectly tothis question that you had.
Speaker 1 (16:46):
Yeah, absolutely.
I could see a lot ofapplications for that.
Thank you, let's just take alittle detour on work and talk
about living.
So maybe to set the scene inBuenos Aires, like what
neighborhoods were you living?
You know, where did you grow up?
Speaker 2 (17:08):
So I grew up in Buenos Aires, argentina, ciudad
Autónoma de Buenos Aires, whichis the capital city of the
country, and have moved aroundbetween neighborhoods over there
, not really to other placeslike right now in Mexico.
So I have lived pretty much allmy life in Buenos Aires.
Yeah, and which neighborhoods,john.
I have lived in Bishopquiza,ezeiza, or Canning, for someone
(17:35):
who knows better Palermo andBelgrano.
Speaker 1 (17:38):
Got it, got it, and where do?
If a software company werelooking to establish offices in
Buenos Aires, are there areas orneighborhoods that you would
suggest that they look moreclosely at?
Speaker 2 (17:56):
Depends on what you're looking after.
There are many neighborhoodswho are tech hubs, for example
Parque Patricios, which is kindof south part of the city and
it's not really that good ofcommute for a lot of people.
Then we have Palermo and youhave Belgrano, who are also,
let's say, more trendy, morefancy, more full of tourists.
(18:19):
I can say the commute,depending on where you live, can
also be a pain, but the goodthing about that is that you
have a lot of bars, pubs,restaurants and green places
that you can go in a very shortdistance.
What I previously said aboutParque Patricios is mostly
(18:41):
because the government hasissued tax exemptions for a lot
of companies establishing therebecause they wanted to make a
tech hub there.
So I would say those are thetwo main places.
Some companies who are goingbeyond the city borders, just up
north to Vicente Lopez orOlivos, and there's like a small
tech hub for some companies.
But at the end of the day,parque Patricios and Palermo for
(19:04):
me are the two main spots.
Speaker 1 (19:07):
Yeah, as companies start to scale, is Palermo still
usually the right place, or isthat like something they should
think about, maybe for smallercompanies?
Speaker 2 (19:20):
That is a good question.
I mean, a lot of offices havebeen emptied because of the
pandemic.
I mean, this is worldwide,right.
There was, like this, the citycenter, more towards Nueve de
Julio, this huge and famousavenue in which the Obelisco is.
That was the original place inwhich all multinational
(19:41):
companies and offices were set.
So a lot of people, or sorry, alot of companies, have
withdrawn from those places andthey are trying to incentivize
their use once again.
So if you are a multinationalcompany, that's your spot.
If you are a smaller companythat can leverage co-working
spaces or smaller venues, thenyou should go more for Palermo
(20:03):
in that matter.
Speaker 1 (20:05):
Got it, got it.
What's the right way to goabout recruiting if you are not
in Argentina and you're tryingto recruit people in Argentina,
should they go right away to anagency or their job boards or
other ways like they could kindof infiltrate and get their
first couple of team members?
Speaker 2 (20:24):
Well, right now, I would say it's easier than ever
to recruit people from otherparts of the world because of
globalization, remote workEveryone now knows the rules of
the game.
They're used to that.
There are many ways in whichyou can recruit people from
abroad.
You can either do it yourself,if you somehow know the rules of
(20:45):
the country you're trying tohire people from.
You can also hire an agencythat can collect sorry, that can
earn their paycheck byproviding you with the best
talent and grab a commission outof that.
Or you can go to a company thatprovides us, for example,
Neosher companies, a hugestructure that not only provides
(21:07):
you with a recruiter or a techdeveloper, but also support for
ongoing labor.
But also support for ongoinglabor.
They're not just going to handover the resource to you, but
rather hand over the resource,equip them, pay them, manage
their payroll and make sure thatthey are well taken care of.
So there are many ways in whichyou can do that.
There are a lot of pros andcons in each of them, so you
(21:31):
need to make sure that youanalyze the situation and how
much are you willing to spend interms of money and effort to
actually deliver on that.
Speaker 1 (21:38):
Yeah, john, a topic that comes up a lot in the show
is inflation, and it soundsintimidating, you know, like
when we're in the States and youknow we get all bent out of
shape because our egg priceshave gone up by 30 cents or
something.
But this is a challenge for thepopulation of Argentina.
(22:03):
Could you share a little moreabout, maybe, how companies are
addressing this, and what shoulda new entrant to Argentina be
considering, as they have todeal with inflation, which is
just a reality?
Speaker 2 (22:17):
Yeah, so that's a very complex topic.
I will try to break it down foryou to the best of my ability,
so bear with me here.
First and foremost, Argentinahas been in a political crisis
cycle, an economic crisis cycle,for two decades yes, Pretty
much since I was born.
I am 32 right now, but I havemy own share of economic and
(22:42):
cyclic crisis.
In that sense, inflation hasbeen triggered exponentially in
the last couple of years, upuntil 2023, in which there was
this government change from aparty that was governing from
almost 20 years, which is moreleft-wing, to another new
(23:02):
government, more right-wing inthat case, Up until 2023,
because of this high inflation,constant cycles.
We also had another thing coming, which was high devaluation the
peso.
When the Argentinian peso hasgone from since I can remember
(23:23):
let's call it 2018, in which oneUS dollar could earn you 20
Argentinian pesos, to a maximumpoint in which, by 2023, if I'm
not mistaken, $1 was worth 1,300pesos.
Maybe I am missing by a marginthere.
(23:45):
It could have been higher, butI can say that in the meantime,
in Mexico, in 2018, that was thesame exchange rate that they
have today, which is 1 to 20.
They haven't moved, butArgentina has had this enormous
percentage of inflation anddevaluation.
Right, Trying to go more forthe dollar, because that's how,
(24:09):
when a company comes toArgentina, they need to consider
this up until 2023 was a dollarfever.
That means the Argentinian pesohad no value for its people.
Actually like a fun not really afun fact, but a curious one is
that people, whenever they hadsome cash to spare, they would
rather burn it in activities, ingoing out for dinner, and
(24:31):
that's why you saw a lot ofrestaurants packed even though
the country was in crisis,because saving that money meant
like maybe in a week it wouldlose 50% of its value, and that
is really hard to swallow if youare not from Argentina and
you're not used to that.
So when you earned in US dollarsup until 2023, of course, but
(24:55):
earning in dollars couldliterally change your life.
Considering this newadministration change from 2024
and onwards, the economy had toreally adjust.
This is doubled or tripledbecause they were, like, very
far behind market pricesinternationally and now
(25:17):
Argentina is actually moreexpensive in general than Mexico
.
People are starting to valuejob stability, health insurance
and benefits once again, becausethey stopped having that when
they became contractors in orderto earn in US dollars.
However, this let's say newtrend is in its early stages.
(25:38):
People are still valuing USdollars because this let's say
new built trust on theArgentinian peso is weak, to say
the least, because it's reallystarting just now.
Speaker 1 (25:53):
Got it.
Got it Complicated issue, butthanks for laying it out that
cleanly.
A couple of fun questions, John, as we start to wrap up your
top one or two favoriterestaurants in Buenos Aires.
I've not prepared this questionfor you, but it might be the
hardest one of the episode.
Speaker 2 (26:16):
I would say Well, I cannot.
Whenever I go to Argentina, Icannot not go to Guerrín, which
is one of the most famouspizzerias in Argentina, and in a
very short distance you haveone of the greatest ice cream
shops of Argentina, which isHeladeria Cadore.
(26:36):
It has actually earned a lot ofprizes, being named as one of
the best ice cream shops in theworld, and then depends, of
course, on your taste.
If you like pasta, I reallylike a parolacchia.
If you like burgers, man, youhave a lot of options.
So I would say that I don'twant to risk by giving you one
(26:56):
answer, because I am going toinsult so many people that are
going to be trying to enjoy thisepisode and then started to
hate me because of this.
Speaker 1 (27:06):
Same question, john, but Mexico City favorite couple
of restaurants there favoritecouple restaurants there.
Speaker 2 (27:15):
I can answer that, Brian.
Really, this is just betweenyou and me, so please delete
this.
I'm not usually going out toeat outside and try to cook a
lot.
I don't like spicy food.
Maybe I can answer that, butit's going to be really hurting
if I'm starting to say thingslike that.
Speaker 1 (27:33):
That's okay, I think we'll keep this in here for fun,
but I do want to leave it withthis last point, which I think
is really funny, because you'reone of many, many, many people
from Argentina that have saidthis you don't like spicy food.
So going to a country thatthrives off of spice, how do you
(27:54):
manage?
Speaker 2 (27:55):
that I really gave it a chance, brian.
I have to be honest, I reallytried.
At the end of the day, I canexcuse myself saying that I have
a very Argentinian palate,which is mostly true for a lot
of Argentinians who are, youknow, being expatriated to
Mexico.
The fact is that here, you know, spicy food attacks your tongue
(28:21):
, you know it overwhelms yoursenses.
I am just more.
I am really sensitive to thatand I have tried, I have given
that a lot of chances.
I really like tacos pambazosnot from any specific place,
because I am really tempted.
When I go out to the street,you have taco hosts like every
(28:41):
one or two blocks.
It's like the density isoverwhelming.
I really like them, but I tendto leave the spicy things out of
that equation and because ofthat, the things that you end up
, the remaining things that youcan add to the taco, are really
dull.
There are really very fewthings that you can add to a
(29:03):
taco that are not spicy, so itshortens your options.
Speaker 1 (29:07):
This is why people listen to this podcast.
John is the true, authentic,good bad of the different
cultures.
I love it.
So amazing answer and, like Isaid, not the first time I've
heard this from someone inArgentina and, funny enough, the
inverse happens too.
I'll get people from Mexicocome to Argentina and say
(29:30):
there's no flavor here.
Speaker 2 (29:33):
That is actually true .
Yeah, I have had my share ofexperiences in which I of course
try to bring my culture to them, because I like to share and
you're not as Argentinian as youcan be after you leave the
country.
That's when you get the mostArgentinian possible.
I try to share dulce de leche.
I've tried to share alfajores.
(29:54):
They are too sweet for peoplehere in Mexico.
They are not used to that Likeit's a lot.
And maybe for me it's not a lotbecause I come from there.
I have eaten that all my life,with mate, for example, which is
our herbal drink of excellence,non-alcoholic.
Of course there's a 50-50 there.
(30:15):
People either love it or hateit.
But it's an acquired tastebecause whenever you first got
into beer whenever that was youof course didn't like it.
You actually like what is thatthat you're giving me?
You end up growing into it.
And because the meat, of coursethat whenever someone goes to
Argentina and I give themdirections, sometimes they say I
(30:37):
would like to, you know, putsome sauce in it, some spice on
it, but whatever you guys havein Argentina is really not good.
But there are a lot of peoplewho actually, you know, enjoy
the taste of the meat itself,because we just don't add
anything else to it.
Speaker 1 (30:53):
Yeah, you can count me in that group, john, when I
go to Argentina.
It is the best steak in theworld and just a little salt,
that's all I need.
It's amazing, thank you for thatMaybe a little chimichurri
every once in a while, butnothing crazy.
But I think this is a great,great place to end the show.
(31:15):
John, great tips on managinginflation, thinking through best
practices, building yourculture.
And who could forget our foodconversation?
You've been listening to theNearshore Cafe podcast sponsored
by Plug Technologies pluggtechGreat way to connect talent from
all over Latin America withgrowing US companies.
(31:36):
Thanks so much, john, great tohave you.
Speaker 2 (31:39):
Thanks for having me, brian, have a great rest of the
week and hope you guys haveenjoyed this conversation.
Thank you, we'll see you againnext time.
Popular Podcasts
Las Culturistas with Matt Rogers and Bowen Yang
Ding dong! Join your culture consultants, Matt Rogers and Bowen Yang, on an unforgettable journey into the beating heart of CULTURE. Alongside sizzling special guests, they GET INTO the hottest pop-culture moments of the day and the formative cultural experiences that turned them into Culturistas. Produced by the Big Money Players Network and iHeartRadio.
40s and Free Agents: NFL Draft Season
Daniel Jeremiah of Move the Sticks and Gregg Rosenthal of NFL Daily join forces to break down every team's needs this offseason.
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.