South helps growing companies find, hire, and pay top Latin American talent. Build high-performing teams in 21 days or less.
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When you hire a customer experience manager, you get the person who owns the entire customer journey, the one accountable for how it feels to be your customer from first touch to renewal, and for fixing the friction that quietly drives churn. South places full-time, pre-vetted customer experience managers from Latin America who work in your US time zone, cost roughly 53% less than a US hire, and start in about two to four weeks. You get a dedicated owner of the customer journey, not another support seat reacting to tickets.
A customer experience manager owns the end-to-end customer journey, mapping every touchpoint, measuring satisfaction through metrics like NPS and CSAT, identifying friction across support, product, and onboarding, and driving cross-functional improvements that raise retention and lifetime value. They are accountable for how it feels to be your customer, not just for closing tickets.
The role exists because customer experience is fragmented across teams by default, and someone has to own the whole picture. Support handles tickets, success manages accounts, product ships features, marketing sets expectations, and each optimizes its own slice. The customer, meanwhile, experiences one continuous journey, and the gaps between those teams are where frustration and churn live. The customer experience manager is the person who steps back, maps that full journey, finds the friction, and drives the changes that fix it, often working across departments without owning any of them directly.
Day to day, they run the voice-of-customer program: collecting and analyzing feedback through surveys, NPS, CSAT, CES, support data, and customer interviews, then turning it into a prioritized list of problems worth fixing. They build journey maps that show where customers stall or get frustrated, from onboarding through renewal. They partner with a customer success manager on accounts, a customer support manager on service quality, and product on the experience gaps that need fixing. They overlap with a retention manager, but the CX manager is broader, owning the whole experience rather than the renewal moment specifically.
The defining toolset spans feedback and analytics. Survey and feedback platforms like Qualtrics, Delighted, or Medallia capture NPS and CSAT. Support and journey data comes from Zendesk, Intercom, or Gainsight. They live in the customer data, often pulling from a BI tool or working with an operations analyst to quantify the impact of friction. The metrics that define the role are NPS, CSAT, CES, churn, retention, and increasingly the dollar value of experience improvements.
What makes one great is the combination of empathy and rigor. They genuinely feel the customer's frustration, but they back it with data, so when they tell product to fix the onboarding flow, they bring the numbers showing it costs renewals. They are influential without authority, able to rally support, product, and success around a shared goal. And they think in terms of business outcomes, tying experience to retention and revenue rather than treating satisfaction as a soft metric. Companies in SaaS, technology, and enterprise rely on CX managers to turn scattered feedback into a coherent, improving customer journey.
The clearest trigger is that churn is rising and no one owns the why. When customers are leaving, your NPS is flat or falling, and support, success, and product each blame a different cause, you need someone whose entire job is to find the real friction and drive the fix. A customer experience manager turns scattered complaints and a vague sense that something is off into a clear, prioritized map of what to fix and what it is worth.
The second trigger is that you collect feedback but do nothing with it. Plenty of companies run NPS surveys and pile up support data that no one synthesizes. If you have signals but no one closing the loop, the feedback is wasted and customers notice that nothing changes. A CX manager builds the system that turns feedback into action and makes sure improvements actually ship.
The third trigger is scale and complexity. Once you have enough customers across enough segments that the journey varies meaningfully, and enough teams touching that journey that gaps open between them, you need someone owning the whole picture. The bigger the company, the more the experience fragments, and the more value there is in a single owner.
Who should not hire yet: a very early company with a handful of customers where the founder still talks to every one of them. At that stage the founder is the customer experience manager, and that direct contact is more valuable than any program. Likewise, if your immediate problem is purely service capacity, a customer support manager or more support staff is the better first move; if it is renewals specifically, a retention manager may fit better. The honest test is whether your customer journey has gotten complex enough, and fragmented enough across teams, that it needs a dedicated owner. If churn is rising and feedback is going nowhere, hire. If you are small enough that the founder still owns every relationship, a CX manager is premature.
Evaluate customer experience managers on the pairing of empathy and rigor, because the role fails without both. Give them a real scenario: here is our NPS data and a stack of support tickets, what would you do first. A strong candidate synthesizes the signals into a prioritized set of problems, estimates the impact, and lays out how they would drive the fix across teams. A weak one either drowns in the data with no prioritization or makes empathetic statements with no plan to act on them.
Test their analytical depth, because the influence half of the job depends on bringing evidence. They should be comfortable talking about how they segment feedback, how they separate signal from noise, and how they quantify the cost of friction. Probe the cross-functional half just as hard, because a CX manager has responsibility without authority: ask how they got product or another team to change a priority based on customer data, and listen for a real story with a real outcome. And probe the customer empathy directly, because the numbers only matter if they understand what is actually frustrating people.
Green flags: real voice-of-customer program experience, the ability to turn messy feedback into a prioritized plan, concrete stories of driving cross-functional change, and a clear link from experience to retention and revenue. Someone who talks about journey friction, the cost of churn, and closing the loop is thinking like the role demands.
Red flags: a candidate who treats CX as soft and cannot connect it to business outcomes, who collects feedback but has no system for acting on it, or who has never actually moved another team to change something. Be wary of anyone who confuses customer experience with customer support, since reacting to tickets is not the same as owning and improving the journey.
Use these to test synthesis, influence, and customer empathy:
A US-based customer experience manager typically costs around $8,000 per month in base salary, and more once you add benefits and recruiting fees. Strong CX managers who can demonstrably move retention and influence across teams command the top of that range. Through South, a comparably skilled customer experience manager from Latin America runs closer to $3,750 per month, a savings of roughly 53%.
For a US hire, expect about $8,000 a month in base, plus benefits, with a search that often takes six to ten weeks to find someone who combines analytical rigor, cross-functional influence, and genuine customer empathy. Through South, the same caliber of customer experience manager from Latin America comes in around $3,750 a month, fully dedicated, working in your US time zone, with placement in roughly two to four weeks and no large upfront fee.
The gap reflects geography, not capability. Latin America has a deep pool of customer success and experience professionals who have run CX and voice-of-customer programs for US and global SaaS companies, fluent in the same tools and metrics, NPS, CSAT, Zendesk, Gainsight, Qualtrics, that US teams use. They bring the same empathy and analytical discipline their US peers do, earn strong local wages, and still produce major savings for a US employer. Because reducing churn even modestly compounds into significant lifetime value, the return on a strong CX manager is high and the lower cost makes it an easy call.
Customer experience work is collaborative and conversation-heavy, and time zone overlap makes it real. The role lives on cross-functional meetings with support, success, and product, on customer interviews and calls, and on the steady back-and-forth of driving change across teams. A CX manager in Sao Paulo, Bogota, Mexico City, or Buenos Aires works your business hours, joins those meetings live, and talks to your US customers in real time rather than across a gap that stalls every conversation. For a role built on influence and relationships, that overlap is essential.
The talent depth is strong and well matched. Latin America has produced a large, capable customer success and experience workforce, many of whom have supported US customer bases for international SaaS companies and know the playbooks, the tools, and the metrics intimately. English proficiency is high among these professionals, which is non-negotiable for a role that involves talking directly to US customers and partnering closely with US teams.
Retention is a real advantage, because customer experience knowledge compounds. A CX manager who knows your customers, the history of what has frustrated them, which fixes have been tried, and how each segment behaves is far more valuable in year two than a replacement starting from zero. A full-time, dedicated manager who is well compensated locally and embedded in your team tends to stay, so the relationships and institutional knowledge accrue and the journey keeps improving. South places managers for long-term, full-time roles for exactly this reason, the same logic that makes Latin America strong for a customer success manager or a retention manager.
South recruits, vets, and places full-time customer experience managers from across Latin America so you get a dedicated owner of the customer journey, not another support seat reacting to tickets. Every candidate is screened for what the role actually requires: real voice-of-customer program experience, the analytical rigor to turn feedback into a prioritized plan, the cross-functional influence to drive change without direct authority, and the genuine empathy to understand what frustrates your customers. We test with real scenarios, because the blend of empathy, data, and influence is exactly what separates a CX manager who reduces churn from one who just runs surveys nobody acts on.
The process is fast. Most roles are filled in about two to four weeks, versus the six to ten weeks a domestic search typically takes to find someone strong across all three dimensions. There are no large upfront fees and the pricing is straightforward, so you get an excellent manager at a fraction of US cost rather than a recruiting markup. You own the relationship. Your CX manager works on your team, in your time zone, with your customers and your cross-functional partners, reporting to you. South handles sourcing and vetting and supports the placement, but the manager is yours.
If churn is rising and no one owns the why, or you collect feedback and do nothing with it, a customer experience manager is the hire that turns scattered signals into a coherent, improving journey, and hiring from Latin America makes it affordable. Book a call with South and we will place a vetted customer experience manager on your team in weeks.
A customer experience manager through South typically runs around $3,750 per month for full-time, dedicated work, compared to roughly $8,000 per month for a comparable US hire, plus benefits. That is about 53% in savings, with no large upfront recruiting fees. Because reducing churn even modestly compounds into significant lifetime value, the return easily justifies the cost.
Yes. South places customer experience managers from countries like Brazil, Colombia, Argentina, and Mexico whose business hours overlap with US time zones. This matters because the role is built on live cross-functional meetings and real-time conversations with US customers, both of which fall apart across a large time gap.
South screens for voice-of-customer program experience with NPS, CSAT, and CES, journey mapping, and cross-functional influence, plus hands-on use of tools like Qualtrics, Medallia, Zendesk, Intercom, and Gainsight. Many also bring strong analytics and the ability to tie experience to retention and revenue. We match for your specific stack and customer base.
Most South placements happen in about two to four weeks, compared to the six to ten weeks a domestic search commonly takes to find someone strong across analytics, influence, and empathy. South maintains a vetted pipeline of LatAm customer success and experience talent, so you interview strong, pre-screened candidates right away.
A customer success manager owns specific accounts and is accountable for their adoption, renewal, and growth. A customer experience manager owns the end-to-end journey across all customers, finding friction and driving cross-functional improvements that raise satisfaction and retention broadly. The success manager works account by account; the CX manager works on the whole experience.
Full-time and dedicated. South does not place gig or freelance workers. Your customer experience manager is a long-term member of your team, which matters because CX knowledge, who your customers are, what frustrates them, and what has been tried, compounds and makes the manager far more effective over time.
The region has the perfect mix of everything you want in remote employees: English skills, shared time zones, hard-working, and depth of talent. They are already accustomed to working remotely for top US startups and Fortune 500 companies.
Absolutely! The US and Latin America have basically the same time zones. No Latin American city is more than two hours ahead of EST.
Every hire is sourced based on your exact needs. They will arrive ready to support your business right away. They can do basically any tasks done remotely, but we recommend starting them as support so your team has more bandwidth for high-value strategic tasks.
All types of roles - customer service, executive assistant, sales, accounting, email marketing, lead generation, content writers, operations, social media marketing, and more!
You can pay directly through us (most popular) or we can connect you with one of our payroll partners.
You don't have to deal with any American labor laws / taxes when hiring full-time remote contractors. They aren't US-based, so no visas or sponsorships to deal with either.
We recommend market pay which varies for each role. See our salary guide and success stories for some ideas.
Then, we have two different models:
Staffing (most popular) - We charge a small monthly fee for each employee's monthly salary to make the process hassle-free. The fee covers sourcing, recruiting, admin, payroll, compliance, ongoing support, and a free replacement if necessary at any point. There are no cancellation fees or minimum commitments. You only pay if you make a hire.
Headhunting - A one-time simple fee once we've found the perfect candidate. This comes with a 120-day replacement guarantee.
For both options, you only pay something if we find you someone great that you want to hire.
Yes, we only recruit for full-time and we strongly recommend full-time hiring if you can. Stability (full-time & long-term) is highly sought after abroad. The top caliber candidates are only looking for full-time work.
You're also going to spend time training and getting them up to speed on your processes. It would be a waste to do that over and over again with new people all the time.
We recommend training new hires on one thing at a time.
For example, once they get up to speed on lead generation, you can add the next role writing blog posts or whatever you'd like. You can definitely overlap roles until you have enough work for multiple people.
The cost of living is much less in Latin American countries. Many of our employees are able to own homes, raise families, provide for their parents, and have in-home help of their own with their salaries.
If you aren't happy with your hire in the first 120 days, we will work with you to conduct a second round of search for the same role for free.
Just email us at Hello@HireInSouth.com and we will get back to you with an answer as soon as possible.
