Over the course of my legal career, I’ve had the privilege of working with a wide range of clients involved in cross-border mergers and acquisitions. For many U.S.-based businesses, Latin America represents not just a region of cultural affinity and proximity, but a strategic growth opportunity that can fuel new revenue streams, partnerships, and market presence.

As someone who was born in Cuba, raised in Miami, and who has worked extensively with clients across Latin America, I’ve seen firsthand the opportunities and challenges of cross-border transactions. From regulatory hurdles to cultural dynamics, expanding into Latin America through M&A is as much about understanding the business environment as it is about building relationships. Below are some hard-earned lessons I’ve learned along the way—lessons I share with clients and colleagues navigating this complex but rewarding space.

Understanding the Landscape

Before any M&A deal can be considered, companies need to understand the lay of the land—not just the economic factors, but also the legal, cultural, and political environment in the target country. Every jurisdiction in Latin America has its own legal system, its own way of doing business, and its own pace. What works in Colombia may not work in Argentina. What’s typical in Brazil might be unusual in Chile.

Due diligence in cross-border deals is more than just checking boxes. It’s about understanding labor laws, tax structures, anti-corruption enforcement, and local compliance standards. U.S. firms, particularly those unfamiliar with operating abroad, are often surprised by the complexity involved. I’ve found that success starts with humility—a willingness to learn how things are done locally, rather than assuming a U.S.-centric model will translate seamlessly.

Building the Right Local Partnerships

One of the most crucial elements in any cross-border deal is having the right local partners. This means more than hiring a local attorney or accountant. It means finding people and firms who understand the legal and cultural nuances—and who can serve as both advisors and cultural translators.

In my practice, I’ve worked with family-owned businesses in Latin America that may not have a formal board of directors or established governance structures, but have immense value, loyal customer bases, and deep community ties. Understanding how to approach negotiations in such settings requires trust, patience, and an appreciation for long-term relationships.

Too often, U.S. firms go in with a transactional mindset. But in Latin America, relationships often precede deals. I’ve seen negotiations stall simply because a party didn’t take the time to visit, to have lunch, or to meet extended members of the business family. A personal connection goes a long way—and can often be the difference between success and failure.

Managing Risk, Not Avoiding It

It’s no secret that some regions in Latin America face political or economic instability. Currency fluctuations, changing administrations, and shifting regulatory policies can make cross-border deals feel risky. But the answer isn’t to avoid risk—it’s to manage it.

We help clients navigate these concerns by building in protective measures. These might include currency adjustment clauses, dispute resolution mechanisms based on international arbitration, or even phased investment models. With the right structure and strategic planning, many of these risks can be anticipated and mitigated.

I always advise clients to take a long view. Yes, the headlines may change, and the markets may fluctuate. But the fundamentals of doing good business—finding the right partner, delivering value, honoring commitments—remain steady.

Thinking Beyond the Deal

One of the biggest mistakes I see companies make is thinking the job is done once the paperwork is signed. In reality, that’s just the beginning. Post-merger integration is where many deals either thrive or fall apart.

In cross-border M&A, integration is especially delicate. You’re not just merging balance sheets—you’re merging business cultures, communication styles, and ways of working. For example, decision-making hierarchies may differ. Language barriers may cause delays. What’s seen as efficient in one culture may feel abrupt or impersonal in another.

Taking the time to invest in integration—through clear communication, shared leadership, and cultural training—can pay dividends. I often encourage clients to set realistic timelines and to focus as much on people as they do on processes.

Why It’s Worth It

Despite the complexity, I remain a firm believer in the potential of cross-border M&A, particularly in Latin America. The region is rich in talent, innovation, and opportunity. As global markets evolve, Latin America is becoming more integrated into global supply chains, more digitally connected, and more open to foreign investment than ever before.

U.S. firms that understand this—and that are willing to do the work of building strong cross-border relationships—can reap significant rewards. I’ve seen it happen: A Florida-based company enters into a joint venture in Mexico and sees its business triple in five years. A merger with a family-owned distributor in Colombia opens the door to an entire regional network. These success stories are real—and they’re achievable.

Cross-border M&A is not for the faint of heart, but it’s also not a mystery. It requires preparation, cultural intelligence, and good counsel. It also requires a willingness to listen, to adapt, and to lead with respect. As someone who has lived and worked between these two worlds, I’ve seen how powerful these connections can be—not just for business growth, but for building lasting bridges between communities.

For U.S. companies considering Latin America, my advice is simple: Be bold, but be thoughtful. There’s a lot of opportunity south of the border. The key is knowing how to unlock it.