Latin America Through My Eyes: Lessons in Business, Strategy, and Growth

This year marks my 13th anniversary of moving to Chile— a journey that has been filled with invaluable experiences, challenges, and growth. Over the years, I’ve had the privilege of helping companies navigate the complexities of doing business in Latin America, learning countless lessons along the way.

When I first set foot in Latin America over a decade ago, I was mesmerized. The region’s vibrant culture, dynamic markets, and immense business potential captivated me. Yet, while companies were eager to enter the region, I was surprised by how many failed. They struggled to navigate an unfamiliar business environment, often stumbling over their own missteps while overlooking critical legal, commercial, and cultural differences.

I saw an opportunity. With my passion for business strategy and deep knowledge of local markets, I became a trusted advisor for companies looking to establish themselves in Latin America. My journey started modestly—helping a small Canadian company set up operations in Chile. It was a challenge, and I made many mistakes along the way. But with each new client, I refined and improved the process.

Over time, I helped businesses adapt, localize, and thrive in markets across Brazil, Peru, Chile, Colombia, Ecuador, and Argentina. I built bridges between cultures, facilitated negotiations, recruited key employees, identified strategic opportunities, and helped clients understand the nuances of doing business in Latin America.

Finding clients wasn’t easy at first, but through persistence—and the support of many who believed in me—I built a reputation. Word spread, and over the years, I’ve worked with businesses of all sizes, from startups to multinational corporations.

Now, with over a decade of experience, I appreciate the invaluable lessons I’ve learned. One of the greatest accelerators of my growth was working in a law firm, which gave me access to the inner workings of countless companies. I witnessed internal politics, diverse personalities, costly mistakes, and the strategies that led to both remarkable successes and unexpected failures.

The goal remains the same: how can I help companies successfully enter and operate in the region? I firmly believe that we can learn from both the successes and mistakes of others. By understanding what has worked and what hasn’t, we can apply those lessons to our own businesses—making the process a little easier, a little faster, and significantly less risky. Success in a new market isn’t just about having the right strategy; it’s about having the right people, adapting to local realities, and continuously refining the approach at each step of the way..

One of my commitments this year is to write more frequently about these lessons—sharing insights on what works, what doesn’t, and the strategies that can make entering and operating in the region smoother and more successful. My goal is to provide practical knowledge that others can apply, helping businesses avoid common pitfalls, accelerate their growth, and seize the opportunities Latin America has to offer.

As I reflect on the past 13 years, I realize that every success and setback has been a stepping stone, shaping my understanding of the region’s business landscape. I look forward to sharing these experiences and continuing to learn from the incredible people and companies I work with.

I appreciate everyone who has read this far, so I’ll leave you with the first lesson. It’s not necessarily more important than the others I’ll share in the future, but it feels fitting for today as I reflect on my journey so far.

Lesson #1 – Your First Employee

The first employee is one of the most critical hires when entering a new region, often focused on sales or business development. Their ability to identify and close opportunities is essential—without it, your business fails before it even starts. 

This person doesn’t need to be your future manager; you can hire for this role once you’ve secured work and have something to manage. What matters is that they have industry experience, strong contacts, and the ability to work independently. Once you find the right person, listen to them, support them when needed, and treat them well.

Common Mistakes – 

• Hiring someone from a trade show just because they speak English and are enjoyable to have a beer with is not enough. Likeability is only one aspect of a successful first employee.
• Verify their experience, speak with their former employers, and attend meetings with them to confirm they have the connections they claim. People often say what you want to hear, but this person must prove they can deliver. Do your due diligence.
• Set clear, reasonable time frames for them to achieve their goals, but if they fail to execute, be prepared to pivot quickly.

You would think that the above mistakes would be rare but over the last decade I have seen countlesss companies hire the wrong person. The first employee in a new market is critical. Companies will waste 12 to 24 months hiring the wrong person, only to let them go and start over. A bad hire doesn’t just cost time—it delays growth and momentum.

Ax Legal helps industrial technology, engineering, and service companies to navigate the legal and commercial aspects of operating their business in Latin America. With deep knowledge of the industrial and natural resource sectors, we provide actionable and practical advice to help streamline our clients’ entries into Latin America, improve how they operate in the region, and to protect their interests.

Over the years, our team of legal and commercial advisors have developed a track record of working with companies of all sizes from Australia, Canada, the U.S., and Europe. The one common factor that connects our clients is that they are leaders in their field, providing innovative technologies and services to the industrial sectors.

To better understand how we can support you in the Region, please contact Cody Mcfarlane at cmm@ax.legal