Latin America Expansion
Expanding into Latin America without guessing.
Greatweek applies operating experience from commercial expansion across Latin America at FTS Ventures. The work starts with country sequencing, buyer reality and a route to market that can be executed locally.
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Country sequencing
Where to start, what the regulatory and payments reality means commercially, and what to postpone.
Partner and channel map
Banks, processors and local partners treated as a build with milestones, not as free distribution.
Local commercial team
Who to hire first, how to interview for the market, and how to manage from headquarters.
Enterprise pipeline
Getting to the buying committee in regional banks and large enterprises, in the language they use.
Primary experience: payments, open banking, banking technology and B2B SaaS.
When it fits
Choose the country. Then build for its buyers.
Latin America is not one market. Buyer priorities, payment infrastructure, local partners and enterprise procurement differ by country. Greatweek helps payments, open-banking, banking-technology and B2B SaaS businesses translate regional ambition into country-level commercial choices. Relevant operating experience informs the work; it is not a claim of local offices or guaranteed distribution.
What the work puts in your hands
- A country-sequencing recommendation with commercial dependencies made visible.
- A localized buyer profile, positioning priorities and target-account approach.
- A partner map with roles, commercial incentives and qualification criteria.
- A local capability plan connecting first hires, headquarters ownership and pipeline reviews.
The engagement
Scope the work. Execute. Review the evidence.
Sequence the countries
Compare buyer demand, implementation needs, partner access and the commercial implications of local requirements. Identify the first viable market.
Develop local routes
Prioritize buyer and partner opportunities around a defined offer. Evaluate the role of banks, processors and distribution partners rather than assuming access equals revenue.
Build the rhythm
Agree local and headquarters ownership, hiring priorities and opportunity review points. Use early evidence to decide whether to deepen or redirect the build.
Before we start
Can one regional partner cover the whole opportunity?
Sometimes, but that is an assumption to validate. We assess country coverage, incentives, buyer access and execution capability before treating a regional partner as the route to market.
Do you provide regulatory or licensing advice?
No. Qualified local advisers must address licensing, regulatory, tax and employment questions. We account for those dependencies in the commercial sequence.
Can the mandate focus on partners rather than hiring?
Yes. A partner-development mandate can precede local hiring where the economics and offer support that route. Responsibilities and the evidence needed to progress are agreed in scope.
Where should your Latin America build begin?
Tell us what needs to change, where the business stands today and what decision comes next. We will discuss whether a defined Greatweek engagement is the right next step.
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