Agencies usually act as an intermediary “employer of record”: the U.S. client pays a single monthly invoice, and the agency handles all payroll, local labor-law compliance, and logistics in each Latin American country. Developers can choose how they’re paid (e.g., bank wire or crypto), while the agency absorbs employment taxes and complexities across jurisdictions. Companies like BEON.tech pay around 150 developers across LATAM this way, offering fixed monthly rates to clients with no separate benefits or equipment costs.

Remote developer performance management with Latin American talent agencies is handled as an ongoing, structured process rather than left to the client alone.

Typical elements:

This approach is designed to keep remote engineers performing well and reduce costly turnover, while giving clients structured, hands-on support in managing remote Latin American talent. Companies like BEON.tech apply this through a Talent Experience Management framework and around 150 developers spread across all countries in LATAM.

Companies support remote developers and build effective distributed teams by:

Companies like BEON.tech implement this with around 150 developers spread across all countries in LATAM, dedicated coaches, and a formal talent experience program to keep distributed teams productive and stable.

Payment is done as a single, all‑inclusive monthly fee per developer.

You sign a contract with the provider (e.g., BEON), they keep the developer on their payroll, and you receive one monthly invoice per engineer that already includes:

You usually pay in USD to the provider’s U.S. entity; they handle transferring funds, payroll, and management in LATAM. There is no separate upfront cost under the monthly rate model; you just pay the recurring invoice in arrears (after the month of work).

Working with remote developers is effectively the same as working with local team members who simply don’t come into the office. With the right setup—shared processes (sprints, dailies, retros), aligned time zones, clear availability expectations, and strong onboarding—the experience is seamless. Communication, productivity, and integration into the team can match in‑office staff, so distance (20 miles or 1,000 miles) makes little practical difference.

During remote developer onboarding, the focus is on quickly building trust, alignment, and productivity while eliminating common failure risks of remote, cross‑cultural hires.

Key steps typically include:

This phase is critical because it’s when remote developers are most likely to feel stressed, uncertain, or disconnected and “vanish” or return to a previous job. Done well, onboarding ensures they deliver value fast, feel secure and heard, and reduces early attrition, setting the foundation for effective feedback loops and long-term retention.

In general, when clients work directly with developers without project managers, communication gaps, mismatched expectations, and requirement ambiguities are common. Engineers may estimate “a week of work” while stakeholders interpret it differently, and developers often lack a clear person to ask when requirements change or are unclear. This leads to delays, rework, and frustration on both sides.

Yes, you can use Remote.com to manage international contractors. Each contractor is set up with their own account and contract, hourly rate, and separate invoice through the platform.

Remote.com charges a platform fee of about $29 per contractor. However, it is not strictly necessary to use Remote.com if you work with a provider like BEON.tech, since BEON.tech can handle international contracting and payments directly through its own U.S. and LATAM entities, avoiding the extra platform cost while keeping contractors in Latin America as contractors rather than full local employees (which can otherwise add ~50% in labor and tax overhead).

Yes, when the client requires it. Latin American engineers work primarily remotely, but they can join occasional on-site visits or temporary coworking sessions with the client (typically a few times per year), and BEON handles the logistics to make those visits happen.

Remote developers stay engaged and turnover drops when they get:

Companies like BEON.tech implement this via a Talent Experience Management framework that supports around 150 developers spread across all countries in LATAM for more than 40 clients, significantly improving engagement and retention of remote teams.