Maniel Martinez Herrera (00:00):
Talent has been great. What we found is it was easy and quick for us to find really good junior talent.
So what we call L1s and L2s. We divide our engineers as kind of like L1, L2, L3, then you become a senior, then you become a staff, and then you will become a principal — kind of like L4, L5, L6.
So that L1, L2, we were very successful very quickly. Same with managers — very good pool of managers.
Where we struggle a little more — and there's good talent, it's just harder to find, you have to pay more — is that mid to high level individual contributor: those senior, staff, principal level. And I think that's... there's again there's the talent.
Where we struggle is because, A, we have a requirement of: you have to be in the office three days a week. Which for us was very important in order to open the office, create the culture, enable the teams quickly as we were hiring a bunch of people together at the same time.
And some of these more mid to senior talent, many of them don't want to come to an office.
I think that's changing again — more in office. I think especially, obviously, in the US, it's become very prominent now in office again. And I think Mexico, little by little, more people are getting comfortable coming to the office.
But yeah, the sheer number of software engineers in Mexico is huge, right? You have UNAM, where like 5,000 of them graduate every year. There's a bunch of American companies coming here. So the talent exists. You just need to make sure you have a successful proposal for them — I mean, attractive proposal for them.
