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A pattern kept showing up.

The most strategic commercial jobs still get pulled toward San Francisco, New York, and Austin.

The rest of the org chart is spreading out.

Account Executives. SDRs. GTM Engineers. Customer Success. Operations. Engineering.

Companies are finding those people across Latin America.

Where companies put their leaders

Heron Data is hiring its first Head of Sales in New York City.

The role is in-person.

OTE is $275,000 to $400,000.

The mandate is to close business personally while building the sales organization.

Capsa AI is hiring a Head of US Sales in New York City, its senior-most commercial role in the United States.

Conveo is hiring a Head of Sales for the West Coast in San Francisco.

Handoff is hiring a Head of Sales and Customer Success in Austin, with a mandate to scale revenue from $2 million to $20 million ARR.

These roles stay close to the center of the business for a reason.

They sit with founders, meet enterprise customers, build the first playbook, recruit leaders, and close the deals that change a trajectory.

For some jobs, proximity still carries enormous value. Pay for it.

Then look at what happens next.

Handoff is the clearest example

Handoff sells an AI platform to remodeling contractors in the United States. Leadership sits in Austin.

The company runs across Austin, São Paulo, and Buenos Aires.

In Buenos Aires it has recruited SDRs, Account Executives, GTM Engineers, and a Sales Director who develops local talent.

Put a high-leverage leader in Austin. Build the much larger revenue machine around that person in Latin America.

That is the barbell.

ElevenLabs and HappyRobot are doing the same

ElevenLabs has an Account Executive Lead for Mid-Market in San Francisco or New York.

It is also hiring an SDR for LATAM in Mexico or Argentina, Account Executives across Latin America, and an AE Lead for LATAM in Brazil, Argentina, or Mexico.

HappyRobot has an Enterprise GTM Lead and Strategic AEs in San Francisco and New York at $400,000 to $500,000 OTE.

Further down the same careers page, it is hiring Enterprise Account Executives in Mexico and Brazil.

Same company. Different markets. Different jobs. Different economics.

Panoptyc goes further. It is hiring SDRs remotely, LATAM preferred, across Brazil, Colombia, Chile, Mexico, and Argentina. Those SDRs prospect into US retail and grocery decision-makers.

That is the bigger shift. Not hiring in Brazil to sell to Brazil. LATAM talent inside the revenue engine that serves the US market.

Do not overstate it

Anthropic is hiring BDRs in San Francisco and New York. Fireworks AI is hiring in the Bay Area. LlamaIndex is hiring in San Francisco.

That can be rational. When you are inventing a category and still learning why customers buy, keeping the early GTM team in the same room can be worth the cost.

I would not move that team automatically. Something changes once the playbook starts working.

The question changes after product-market fit

Before PMF: who can help us figure this out?

After PMF: how do we execute this 10 times more efficiently?

Say you hire an exceptional VP Sales in San Francisco. That person works out who you sell to, why they buy, and what good looks like.

Now the company needs 5 more AEs, 8 SDRs, 4 CSMs, 2 RevOps people, and 3 marketers.

Do all 22 of them need to live within 20 miles of the VP Sales?

Probably not.

How I would design the modern GTM company

US leadership: founders, VP Sales, CRO, Head of Growth, Strategic Enterprise AEs, Forward Deployed Engineers, Solutions Architects. These people gain materially from proximity to founders, customers, and capital.

LATAM scale: Account Executives, SDRs, Customer Success, Account Management, RevOps, GTM Engineers, Marketing Operations, Support, Recruiting, Operations, Engineering.

AI runs across both sides. Researching accounts. Preparing meetings. Drafting follow-ups. Analyzing calls. Enriching data. Coaching reps.

The goal is not to move jobs to LATAM, and not to replace people with AI. It is to design every role around the highest-value location and the highest-value use of human time.

We call this the barbell company

The heavy end holds a small number of highly compensated strategic people. Put them where they create the most value.

If your Enterprise AE spends 4 days a week with Fortune 500 customers in New York, pay for New York. That can be a fantastic investment.

Then build the execution engine around those people in the strongest talent markets available. Increasingly that means Mexico, Colombia, Brazil, and Argentina.

This is becoming the CloudTask thesis

The choice is not United States or LATAM. The right question is where each role should sit.

CloudTask works on both sides. We recruit these roles directly in the United States. VP Sales. Head of Growth. AI Sales Leader. Enterprise AE. Solutions Architect. Forward Deployed Engineer. GTM Engineer.

When that leader needs an execution team, we help build it across LATAM.

For example:

• 1 Head of Sales in Austin

• 4 AEs in Colombia and Mexico

• 6 SDRs across Colombia, Brazil, and Argentina

• 2 CSMs in LATAM

• 1 RevOps and AI operator

• AI automating the repetitive work around all of them

That is an organization I would bet on.

Here is the exercise

Look at your next 10 hires. Do not start with "United States or nearshore?" Start with each job.

Does it need proximity? Does it need scarce domain expertise? Does it need time in front of customers? Is it strategic or repeatable? Could exceptional LATAM talent do it? Could AI remove part of it first?

Your next 10 hires may end up as 3 in the United States, 6 in LATAM, and 1 role removed through automation.

Different cost structure. Same talent bar.

If you are hiring, send me your next 5 roles

Reply with "ORG” and the 5 positions you plan to hire next.

I will tell you how I would split them between US direct hires, LATAM hires, and AI automation.

I read every reply.

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