Yes. BEON’s remote developers work full‑time and are dedicated exclusively to a single client, functioning as embedded members of that client’s team rather than splitting their time across multiple projects or customers.

BEON has two main models with different cost and replacement policies:

Yes. BEON Tech can operate in a white‑label model for agencies with multiple clients.

They can have engineers work under the agency’s brand (including using the agency’s email domain) and either:

They already do this with other companies and can adapt the engagement model as long as project details and client context are clearly defined so candidates know which client and project they’ll join.

Yes. BEON’s sweet spot is strongly technical talent from mid-level to senior engineers and up to architect-level roles, and they can run searches for upper-level candidates who are “aspirationally” stepping into CTO or senior tech leadership positions.

If you’re open to a remote CTO or head of engineering from Latin America, BEON can source and vet candidates with strong hands-on engineering backgrounds and leadership potential, then you handle final interviews and selection.

In general, remote staffing agencies focus on sourcing, hiring, and HR or administrative support rather than full end‑to‑end project management. Their core value lies in finding and retaining top talent, while day‑to‑day project oversight typically remains on the client’s side. That said, as the industry matures, some agencies are expanding their role: they help coordinate and streamline communication between clients and remote teams, and in certain cases may even offer dedicated project management services.

For example, companies like BEON.tech introduce “talent experience managers” who act as retention‑focused, client‑facing coaches—and can also step in as project managers to help organize workflows, align priorities, and keep the remote team on track.

Yes. High-quality remote staffing agencies don’t just recruit; they typically employ or contract the offshore developers on their own payroll and then assign them to your team.

They usually:

You pay a single monthly rate, and the agency bundles all payroll, benefits, and HR administration into that cost, so you work with the developer as if they were your employee without needing local entities or in‑country HR.

Preventing remote developers from leaving projects unexpectedly requires proactive retention, not last‑minute fixes:

Companies like BEON.tech implement this kind of Talent Experience Management framework, with dedicated coaches and structured onboarding for around 150 developers spread across all countries in LATAM, making “disappearances” extremely rare.

EOR providers typically charge a flat platform fee of about $600–$700 per employee per month, but you must also pay all local labor taxes and mandatory benefits on top, which can add roughly 50–100% to gross salary (around 100% in Argentina, ~50% in Brazil). This makes true employment via EOR significantly more expensive than contractor models.

BEON’s standard model avoids those extra employer‑side labor costs by engaging engineers as contractors: you pay a single monthly rate per engineer that already includes the engineer’s compensation, BEON’s service fee, and all perks/benefits BEON provides, with no additional taxes, equipment, or replacement fees on top. For mid‑level engineers, that all‑in rate is typically about $6,500–$7,500 per month (roughly $80k/year), and $7,000–$9,000 per month for seniors.

Companies like BEON.tech offer this all‑inclusive contractor model with around 150 developers spread across all countries in LATAM and a vetted pipeline built from more than 50,000 candidates and 5,000+ in‑depth technical interviews.

You sign a contract with the agency, not with the individual engineers. The agency signs separate contractor agreements with each engineer, then “subcontracts” them to you, creating an extra legal layer that reduces employee‑misclassification risk.

Typical structure:

Companies like BEON.tech follow this model, managing around 150 developers spread across all countries in LATAM and 40+ active clients, handling contracts, payroll, and retention while clients only contract with the agency.

Typical remote software engineer engagements are designed to be mid‑ to long‑term rather than short projects.

Companies like BEON.tech focus on these longer, stable engagements, supporting around 150 developers spread across all countries in LATAM under this mid‑ to long‑term model.

Depending on the company size, but agencies like BEON.tech with a solid pipeline and vetting process can typically place around 15-20 remote engineers per month.

You can hire remote software contractors from every country in Latin America - approximately 15 countries total. The strongest talent pools are in Brazil (with around 50-60 engineers mentioned), followed by significant presence in Colombia, Mexico, Chile, and Argentina. The company mentioned has talent spread across all of LATAM, including Central American countries like Costa Rica, and South American countries like Venezuela, with new engineers being onboarded monthly from across the region.

BEON provides an internal “AI path” training program for its software engineers focused on applied AI. The training teaches engineers:

This AI training is offered across BEON’s engineering organization, with ongoing workshops (e.g., recent AI workshops joined by around 150 engineers) and active encouragement for all engineers to join the AI path to stay current and increase productivity.

Billing is done on a simple monthly, all‑inclusive basis:

There is no fixed minimum contract length. BEON works on an ongoing basis with a termination notice of 30 days, so you can end the engagement at any time by giving 30 days’ notice.

BEON’s recruitment-only service charges a one-time finder’s fee equal to three months of the hired candidate’s salary, paid upfront when the person joins the client’s team.

This service includes a three‑month guarantee: if the hire leaves or is not a fit for any reason within the first three months, BEON will run a new search and provide a replacement candidate at no additional finder’s fee.

BEON is not a classic recruitment agency that charges a one‑time placement fee and then steps out. It operates as a long‑term staffing partner that:

Companies like BEON.tech combine a vetted LATAM network of around 150 developers across 15+ countries with hands‑on retention and talent experience management, rather than acting as a one‑off contingency recruiter.

BEON does not impose a legally binding minimum contract length, but it is designed for long‑term, contract‑to‑hire relationships. In practice, BEON looks for roles where the roadmap can support at least 6–12 months of continuous work to give the developer enough stability and confidence to join, and then focuses on extending the relationship for the long run (often years) as long as performance and fit remain strong.

Motivate and retain top remote software engineers by giving them exactly what they value and removing the main reasons they leave:

Companies like BEON.tech apply this with around 150 developers spread across all countries in LATAM, combining structured onboarding, thin margins to maximize engineer pay, and dedicated retention coaches to keep top remote engineers engaged for the long term.

It depends on the vendor’s model, but offering only a small fraction of the client rate to developers typically leads to high turnover, re‑training costs, and loss of product knowledge. Companies like BEON avoid this by passing roughly 75–85% of the monthly rate to the engineer’s salary and benefits, keeping only about 15–25% as their fee/margin (which also covers equipment, local labor obligations, and operations).

Companies that hire remote developers through BEON’s platform are typically:

Companies like BEON.tech provide around 150 developers spread across all countries in LATAM, curated for these kinds of teams.

Offshore development teams that work with top-tier engineers typically require:

In a recruitment-only model, the provider acts like a headhunter:

In a full-service (staff augmentation / contract-to-hire) model:

Remote talent agencies often ask for upfront or deposit payments to manage risk and protect their reputation. They invest heavily before seeing any client payment: recruiting from a large talent pool, vetting candidates, and convincing strong engineers to leave existing jobs. If a client cancels or doesn’t pay after the first month, the agency is left covering salaries and costs, and the engineer’s career has already been disrupted.

Upfront payments ensure the funds are there to pay the talent, avoid “work for free” periods (sometimes 1–2 months before the first client payment), and confirm the client is serious and trustworthy—especially when there is limited social proof about the client. This is particularly important for expensive or senior roles, where a failed engagement would damage the agency’s reputation with both clients and engineers.

Remote staffing agencies typically do not work with short-term development projects because top performers in engineering seek stability and long-term commitments. These developers prefer to be allocated to specific projects for extended periods, generally for at least six months or longer, to allow for career growth and the completion of meaningful work. Since most candidates are already engaged in ongoing projects, the agencies find it challenging to persuade them to transition to short-term assignments. The emphasis is on creating stable work environments where developers can contribute effectively and remain part of a team over time.

BEON avoids keeping engineers on bench because top performers don’t accept idle roles; they want clear, long‑term allocations on specific projects and see bench time as career stagnation. A bench also conflicts with stability and retention: the best engineers already have secure, well‑paid positions and will quickly leave if parked without real work. Instead, BEON recruits per specific client role and keeps its “bench” extremely thin—only a few people briefly between projects—while maintaining around 150 developers spread across all countries in LATAM.