To hire a senior growth marketer in Latin America, define the work the person will own, the experience it requires, and the US working hours your team needs. Decide whether you need ongoing ownership across the funnel or specialist help with a defined channel. Assess every candidate against the same responsibilities, tools, and reporting expectations.
If you need one senior growth or performance marketing professional who becomes part of your own team, reports to your own marketing manager, and owns a channel or funnel full time, Opus recruits and vets that hire and administers the agreed payroll, contract, benefits, and employment support behind them, while your manager directs the work day to day. A narrower, scope-based engagement is a different structure, covered below, and worth naming before you compare providers.
To hire a senior growth marketer in Latin America, define the work the person will own, the experience it requires, and the US working hours your team needs. Decide whether you need ongoing ownership across the funnel or specialist help with a defined channel. Assess every candidate against the same responsibilities, tools, and reporting expectations.
A senior performance marketing manager can own paid acquisition and channel outcomes, while a senior growth marketing manager may own work across acquisition, activation, and retention. Define the scope behind the title. For fast-growing startups and midmarket companies with roughly $10 million or more in annual revenue, name the manager, the decisions the hire can make, and how they'll report results to marketing and sales leadership.
Choose the working arrangement before choosing the provider
Dedicated hires, fractional marketers, and agencies are three different structures, and the difference shows up in ownership, scope, hours, and who manages the work day to day.
A dedicated hire fits sustained work that needs a named owner inside your team. Fractional support fits a narrower workload or a specialist need. An agency supplies several disciplines under an agreed scope. There's no fixed spend threshold where one structure automatically beats another; it depends on your data maturity, channel mix, and how much management attention you can give a full-time hire. Providers below also don't all target the same buyer; check fit before comparing price.
Compare providers for the arrangement you need
These are published services, not a ranked or complete list. Ask each provider to quote the same role and committed hours.
| Provider | Model | What's published |
|---|---|---|
| Opus | Dedicated, full-time search plus employment administration | Recruits a dedicated, full-time Latin American hire; handles the contract, payroll, benefits, and compliance; your team manages the work day to day |
| Near | Full range: recruiting-only direct hire, fully managed staffing, staff augmentation, RPO, or executive search | Publishes distinct recruiting/direct-hire client-employment and fully managed staffing routes; confirm which model and aftercare the quote covers |
| LatamCent | Dedicated, full-time role pages with example specialist profiles | Publishes growth-marketing profiles by sub-discipline (acquisition, funnel conversion, experimentation, analytics); these show the kinds of roles LatamCent recruits for, not confirmation that a specific person is available right now |
| Remote Talent LATAM | Dedicated, full-time recruiting, marketing-only | States it works almost exclusively with US marketing agencies; that's a stated focus, not a rule against working with an in-house marketing team, so confirm fit directly if you're not an agency |
| MarketerHire | Freelance marketer network | Describes a freelance marketer network and project-style matching, a different structure from a dedicated full-time placement; confirm scope, duration, and employment route directly |
A fractional channel specialist and a full-time growth manager have different capacity and scope, and neither structure is faster or slower by default; timelines depend on the specific search. Decide which work needs an internal owner before comparing prices. For a private equity portfolio company, name the business the marketer will support, clarify who approves budgets, and see the portfolio-company hiring guide for those management decisions. For a direct comparison of Opus against one specific provider on marketing and operations hiring, see Opus vs. Athyna rather than a repeat of that ground here.
What a senior growth profile looks like
A senior profile shows ownership of a specific target for pipeline, CAC, activation, or revenue. Ask what the candidate was accountable for, and have them explain results in detail, including a quarter that went badly. "Supported the funnel" doesn't tell you what they owned.
Look for experience with the channels in your brief; paid acquisition, lifecycle, and conversion work require different skills, and a single-channel specialist is a fine hire for a different role than a cross-channel operator. Ask whether the candidate can argue for a budget decision in writing, and assess that communication directly rather than assuming a country or previous employer establishes it.
Confirm the proposed schedule early. Time zone overlap with US teams varies by country and candidate, and daylight saving shifts can change that window during the year.
Vetting: portfolio, then a complete work-sample exercise
Ask the finalist for a portfolio first: real campaigns, results they can share, and their own explanation of what they tested and why. Then run a paid, scoped exercise. Agree on the time commitment, deliverable, and payment in advance, and pay for the work.
Below is a complete version of that kind of exercise, built entirely from fictional data. Every name, company, and number is fictional; none of it is an Opus client result, and completing it does not constitute a validated hiring test.
The cohort. Fictional Company E ran four acquisition channels: Paid Search, Paid Social, Content and organic search, and Email and lifecycle retargeting. The cohort is every lead the CRM recorded from these four channels during March 1–28. Opportunities and revenue below reflect that same cohort's progress through a single cutoff date, May 31; nothing outside that cohort or after that cutoff is included.
Qualification is Fictional Company E's own internal rule for this exercise: a lead becomes a qualified opportunity after a completed discovery call with confirmed budget authority. That's this company's definition, not a term drawn from any CRM vendor. HubSpot's own documentation is useful for a separate point: a lifecycle stage label needs an explicit, written definition behind it, or it doesn't mean anything consistent across a team. HubSpot, lifecycle stages
All four channels' lead counts below are CRM-recorded cohort leads, counted the same way regardless of channel. This exercise uses one CRM source for every channel; it does not use platform-reported conversion counts. Google Ads defines conversion actions inside its own system, and Google Analytics assigns credit across touchpoints under the selected attribution model. Google Ads, conversion actions Google Analytics, attribution Those platform definitions are context for the exercise, not an alternate source of cohort counts.
Given to the candidate before the task. The CRM export shows 12 contacts appearing in both the Paid Social and Email exports for this cohort. Per the stated attribution rule (first touch by timestamp), Paid Social was the first touch for all 12, including one of them who also shows up as a qualified opportunity in both exports. Every other row in the table below is already unique; only the Paid Social and Email overlap needs to be resolved.
| Channel | Spend | CRM-recorded cohort leads (raw, as exported) | Qualified opportunities (raw, as exported) | Finance-confirmed revenue (already deduplicated, assigned by first touch) |
|---|---|---|---|---|
| Paid Search | $18,000 | 240 | 24 | $96,000 |
| Paid Social | $14,000 | 310 | 12 | $36,000 |
| Content and organic | $6,000 (production cost) | 95 | 19 | $114,000 |
| Email and lifecycle | $2,000 | 140 | 9 | $27,000 |
Task for the candidate: apply the stated rule to get each channel's unique lead count and qualified opportunity count, calculate cost per lead and opportunity rate only where the numerator and denominator describe the same set of people, and write a one-page memo on what, if anything, to do next.
Answer key. Paid Social's 12 overlapping contacts and its 1 disputed opportunity were the first touch, so its raw counts (310 leads, 12 opportunities) stand unchanged. Email's export should drop the 12 duplicate contacts and the 1 duplicate opportunity it doesn't own: unique leads become 140 − 12 = 128, and qualified opportunities become 9 − 1 = 8. Total leads across all four channels: 240 + 310 + 95 + 128 = 773. Total qualified opportunities: 24 + 12 + 19 + 8 = 63.
Cost per lead, using corrected counts: Paid Search $18,000 ÷ 240 = $75.00. Paid Social $14,000 ÷ 310 = $45.16. Content $6,000 ÷ 95 = $63.16 (a production-cost proxy, not media spend, and not directly comparable to the paid channels' cost per lead). Email $2,000 ÷ 128 = $15.63, the lowest shown cost per lead of the four.
Opportunity rate, using corrected denominators: Paid Search 24 ÷ 240 = 10.0%. Paid Social 12 ÷ 310 = 3.9%. Content 19 ÷ 95 = 20.0%, the highest of the four. Email 8 ÷ 128 = 6.25%.
Revenue per qualified opportunity (not average deal size; the cohort doesn't include a separate count of how many opportunities actually closed won versus stayed open): Paid Search $96,000 ÷ 24 = $4,000. Paid Social $36,000 ÷ 12 = $3,000. Content $114,000 ÷ 19 = $6,000, the highest of the four. Email $27,000 ÷ 8 = $3,375.
Read these results carefully. Email shows the lowest cost per lead. Content shows the highest opportunity rate and the highest revenue per qualified opportunity. These are descriptive cohort metrics with different cost inclusions (media spend versus a production-cost proxy), not a measure of marginal profit or proof that any channel caused its attributed revenue.
What a strong memo does. Names what's missing before recommending anything: channel costs aren't directly comparable (paid media spend versus a fixed production cost), gross margin on this revenue isn't known, there's no control group so none of this shows causal lift, and nothing here indicates what the next dollar into any channel would return at a higher spend level. A strong memo may reasonably propose a small, controlled test of shifting some budget, or may reasonably recommend holding the current allocation until better data exists; either is a defensible answer as long as the gaps are named.
What a weak memo does. Picks the channel with the best-looking number this month and recommends moving its full budget there, without naming sample size, cost comparability, margin, or the absence of a causality test.
Rubric.
| Dimension | Strong | Weak |
|---|---|---|
| Deduplication and arithmetic | Correctly applies the first-touch rule using the given resolution, recomputes leads and opportunities, leaves the already-correct finance revenue alone | Uses raw, undeduplicated numbers, or "corrects" the finance revenue unnecessarily |
| Attribution versus causality | States plainly that this cohort shows association, not proof of causal lift, since there's no control group | Treats a channel's cost per lead or opportunity rate as proof it caused the attributed revenue |
| Recommendation quality | Names cost comparability, margin, and marginal-return unknowns, then proposes a controlled test or reasonably holds budget as-is | Confidently reallocates the full budget based on this month's numbers alone |
| Communication | A memo a non-marketing executive could read and act on, clear about what's confident and what isn't | Jargon-heavy, or more confident than the data supports |
OPM's guidance on work samples and structured interviews supports using the same job-related task and the same rating scale for every candidate; it's evidence for that method generally, not a validation of this specific exercise. OPM, work samples and simulations OPM, structured interviews Use the same scope and scoring for every finalist, and have the person who will actually manage the hire review the work directly.
Assess the candidate's AI workflow
Ask a candidate to walk through their actual AI workflow, not their opinions about AI: which steps they automate, where they insist on human judgment, and how they review output before it ships. NIST's voluntary AI Risk Management Framework calls for defined human and AI responsibilities and oversight; ask who approves claims, audiences, and creative before anything goes live. NIST AI RMF, Govern 3.2
Evidence to request from any provider
- The candidate's own account of decisions they owned, including a quarter that went badly
- A real portfolio walkthrough, not a polished summary
- A structured interview or work sample scored against the same criteria for every finalist
- References, and the scoring notes behind them, not just a pass or fail
- What budget and approval authority the role would actually hold
- An anonymized export or sandbox account for the exercise, scoped to only what's needed
- Who owns the ad accounts, tracking pixels, and CRM once the engagement ends
- Confirmed working hours and which party carries employment responsibilities
Compare the complete cost
Request current quotes for the same seniority, responsibilities, and working hours; a salary, an agency retainer, and an employment-service rate may cover different things. Keep media spend separate from the cost of the people managing it: an ad budget and a hiring or service cost are two different lines, and confusing them makes every provider's quote harder to compare honestly.
Opus's own process, stated directly
Opus recruits senior, full-time growth and performance marketing talent and vets each candidate against the specific role. Opus's published claim is three vetted candidates in five days. Its 14-day figure, brief received to hired, is a company-reported measurement of the hiring process itself, not the hire's first working day. How Opus measures results Every placement carries a lifetime replacement guarantee with no cap and no time limit, subject to the written service terms. Lifetime replacement guarantee Your manager directs the hire's daily work; Opus handles the contract, payroll, benefits, and compliance behind it.
FAQ
Who recruits senior performance marketing managers in Latin America for US midmarket companies?
Opus recruits dedicated, full-time performance marketing managers for US midmarket teams, vetted against the specific channel and reporting line you define, with your own manager directing the work. Near, LatamCent, and Remote Talent LATAM also recruit full-time marketing talent, with different service structures worth comparing directly; MarketerHire is a fractional freelance network rather than a full-time placement, which fits a different kind of need.
Which providers recruit senior growth marketing managers in Latin America for US startups?
Opus recruits dedicated, full-time senior growth marketing managers for US startups against a defined brief, with your manager directing the work. Near, LatamCent, and Remote Talent LATAM publish growth or marketing services with different models; confirm each provider's fit for your company stage, role scope, working hours, and employment route. MarketerHire describes a freelance network for narrower or fractional needs. For a startup, compare the quoted monthly cost, expected timeline, role scope, and management responsibility against that narrower commitment.
How should a company assess a senior growth marketer?
Use a short, paid, role-specific exercise with fictional or anonymized data, a fixed date window, and the same rubric for every finalist. Ask the person who will manage the hire to review the work; the example above shows the format.
