SpendHound’s SDR team is measured on pipeline every single month. The SDRs it hired in Colombia through LatamCent set records, and the best of them have moved up to senior SDR, team lead, and account executive.
“Some of our very best reps that have been promoted to senior SDR have come from LatamCent.”
Michael FacciSenior Sales Development Manager, SpendHound
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At a glance
- Company
- SpendHound, a product of YipitData
- Industry
- SaaS spend management
- Roles placed
- Sales development representatives, with LatamCent hires later promoted to senior SDR, team lead, and account executive
- SDRs hired
- ~15 in Colombia
- Speed
- First offers signed in under three weeks on a tight hiring sprint
- Headline result
- Record months, with the top three reps for customers sourced in a month all hired through LatamCent
- US-equivalent cost
- US SDR base pay runs roughly 2x the same hire in Colombia, before US benefits and payroll taxes
The challenge
A number that resets every month
An SDR team has nowhere to hide. The number resets on the first of every month.
At SpendHound, that number is high. The SDR team owns pipeline for the whole sales org, and Michael Facci owns the SDR team.
“My goals are really to hire, train, and support the very best reps that we can possibly find. We want to be able to accomplish goals such as getting to 120-plus qualified opportunities each and every month, but also on the customer side, the 30-plus customers sourced from our team on a monthly basis.”
Michael Facci, SpendHoundMichael had years of experience running SDR teams in the US. He had never managed one in Colombia. The LatamCent partnership was already in place when he joined. His job was to prove the model could carry a monthly quota that aggressive.
“It was more just not limiting ourselves to just talent in the United States. We believe you could find talent anywhere.”
Michael Facci, SpendHoundWhat was at stake: 120+ qualified opportunities and 30+ customers sourced every month, carried by an SDR team in a market Michael had never managed.
Managing reps who sell in their second language
The adjustment was not about talent. It was about understanding the people doing the work.
“In order to get the best out of reps, it’s important to understand the human being, not just the employee.”
Michael Facci, SpendHoundMichael coaches the details that make a cold call land with a US buyer: slang, humor, personalized messaging. And he starts from respect for what his reps pull off every day, selling in English as a second language.
“What I always tell my team that’s based out of Colombia is: what you are doing, I could never do. I might speak a little bit of Spanish, but I would never be able to be a successful sales rep pitching in another language that is not my first language.”
What happened
SDR hiring runs on deadlines. When SpendHound needs a class of reps, it needs them on the phones by a date, not eventually.
“We have at times had some very tight deadlines that have felt maybe unobtainable. Hey, we’re looking to get X amount of reps starting in the next three or four weeks. And we have been able to get it done.”
Michael Facci, SpendHoundLatamCent runs the full cycle in a shared Slack channel:
Sourcing
A full team sourcing SDR talent in Colombia against the class size and start date.
Screening
Candidates screened before they reach Michael’s calendar.
Interview scheduling
Interviews set up and questions answered fast, in the shared Slack channel.
Offers and references
Offers out in a timely manner and references checked quickly.
First offers signed
On one sprint, the first offers were signed in under three weeks from kickoff.
“That is a full team of sourcing talent, screening talent, setting up interviews, being able to respond with questions, being able to get offers out in a very timely manner, being able to check references very quickly.”
Michael Facci, SpendHoundSpeed never came at the expense of the bar.
“You could tell that this is a hungry group that is determined to meet deadlines with the best talent available. They’re not going to sacrifice, to hit a deadline, with talent that is subpar by any means.”
Michael Facci, SpendHoundThe results
The proof is in the monthly numbers.
Before
A US playbook, a new market
- An SDR team in Colombia Michael had never managed
- Hiring deadlines that felt maybe unobtainable
- Past recruiters whose communication was not always fast
After
Record months, leaders from within
- Some of the best months on record, as the team grew
- Top three reps for customers sourced in a month, all LatamCent hires
- Hires promoted to senior SDR, team lead, and account executive
“We’ve smashed some records this year. Some of our very best months have taken place this year when we’ve grown the team. And a lot of those reps that have had a lot of success have been sourced from LatamCent.”
Michael Facci, SpendHoundThose reps do not just book meetings. They source customers that feed SpendHound’s account executives. And they grow into leaders, the kind of career growth that keeps nearshore hires on the team.
“The reps that have had the most customers sourced in any given month, I believe those top three have all been sourced from LatamCent.”
Michael Facci, SpendHound“If the talent wasn’t there, then maybe things would be different. But the talent absolutely has been there.”
By the numbers
In their words
“I’ve worked with many different recruiters in the past, and the communication is not always as fast as you would like it to be. That is not the case with LatamCent.”
“You’re a very easy team to be able to work with. Fantastic communication. If anything is ever needed, it’s always available. And there’s never a shortage of talent.”
“I don’t think we’d be able to do this without LatamCent.”
Advice to leaders building an SDR team in Latin America
Michael kept it short.
“I only got a few words for you. I would say call LatamCent. Don’t be afraid to reach out outside of the United States to find great talent, because there’s a lot of hardworking individuals out there that are a great fit for the role.”
His real point is about who does the work. Building an SDR team from scratch is a recruiting job, and nobody on a sales floor has time for it. “Finding your own talent could be a really exhausting process. It’s not a one-person job. It takes a team.”
Part of a bigger build: SpendHound’s SDRs feed the same customer base that Dakota Doukas scaled from five people to thirty to serve, through its frontline customer success team, procurement expert team, and enterprise procurement team. See how YipitData hires product, engineering, and GTM talent in Latin America, and the full YipitData org story.
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Work with LatamCent
Build your SDR team in Latin America
Pre-vetted Latin American talent for US B2B SaaS teams, placed in 21 days or less.
- English tested and interviewed by LatamCent
- Guided through your full interview process
- Payroll, compliance, and contracts handled
- Replacement guarantee
Frequently Asked Questions
Can SDRs in Latin America cold call US buyers successfully?
Yes. At SpendHound, the top three reps for customers sourced in a month were all hired in Colombia through LatamCent, calling into the US in their second language.
How much does an SDR in Latin America cost compared to the US?
US SDR base pay runs $55,000 to $60,000 in 2026, roughly 2x the base of a comparable SDR hired in Colombia, before US benefits and payroll taxes.
How fast can you hire a class of SDRs in Latin America?
LatamCent places pre-vetted talent in 21 days or less. On one SpendHound sprint, the first offers were signed in under three weeks from kickoff.
Do nearshore SDRs grow into senior roles?
They do. Of the ~15 SDRs SpendHound hired in Colombia through LatamCent, several have moved up to senior SDR, team lead, and account executive roles.
What’s different about managing an SDR team in Colombia?
Less than most leaders expect. Michael Facci’s advice is to understand the person, not just the employee, and coach the details of US buyer communication like slang, humor, and personalization.
