The Power of Cultural Intelligence in Sales: Perspectives from the CALA Region

In this conversation with three of Progress’ sales leaders, we explore how cultural intelligence, adaptability and relationship-building drive sales success across the diverse CALA region, highlighting real-world insights, product trends and strategies for navigating local market dynamics. Two of the experts, Fernanda Murillo and Barbara Gurgel, are also the leaders of Unidos en Progress, a Progress employee resource group. The third expert, Francisco Larez, is a VP of Sales and brings a whole gamut of subject matter expertise in dealing with Latin American markets. Read along as Fernanda asks pertinent questions about Progress’ business in the CALA region and all three share their insights.

Fernanda: What does cultural intelligence mean to you and why is it important in the CALA region?

Francisco: For me, cultural intelligence is all about adaptability. It’s not just about being curious, it’s about deeply understanding how things are done in a specific region, both in business and everyday life. In CALA, this becomes even more important because of its diversity. Multiple languages like Spanish, Portuguese, English, French and local dialects are spoken across the region.

So, when you’re working in CALA, it's essential to really tune in to local customs and communication styles. Even with the best intentions, if you don't understand local culture, you might unknowingly come off as awkward or even offensive. Cultural intelligence helps you navigate those nuances and build stronger relationships.

Fernanda: How do exchange rates impact doing business across the CALA region?

Francisco: Exchange rates are definitely one of the biggest challenges in the region. Each country has its own currency — pesos, reals and more — and the value can fluctuate quite a bit.

Take Argentina, for example. At one point, there were seven different exchange rates – the official one plus several others, depending on what you were buying. That kind of volatility makes standardizing pricing or forecasting revenue complex.

It's part of understanding the local reality and being flexible enough to adapt.

Barbara: Absolutely, I remember a situation years ago where I had to escalate a customer call over just $23. It seemed minor to me, but it was a big deal locally.

Or take another example: in North America, splitting an $800 payment into four parts might sound excessive. But in parts of South America, it’s totally reasonable. That was a shift in mindset I had to learn. What seems like a small ask in one market can carry a lot of weight in another. Understanding that difference is key.

Fernanda: Which company products have the strongest presence in the CALA region?

Barbara: OpenEdge has a really strong margin in the region. It's definitely one of our key products.

Francisco: That’s right. OpenEdge represents a big part of our total revenue across CALA. We also have rising stars like ShareFile gaining traction, and MOVEit, a steady performer that’s been around for a while.

Product performance really depends on the country. In markets such as Brazil and Mexico, products like OpenEdge perform well. However, in Argentina, market needs differ and therefore we adjust our approach accordingly.

It’s a diverse picture. CALA isn’t a single market. It’s made up of several distinct regions. Brazil operates as its own region. Mexico is another standalone region. Then we have multi-country areas (MCAs) split into NOLA (Central America and Caribbean) and SOLA (South American countries, excluding Brazil). Each region has its own mix of products, customer needs and market dynamics; that’s what makes CALA a challenge and an opportunity. It's a portfolio of markets and a one-size-fits-all region.

Fernanda: Is it necessary to be multilingual to work in the CALA region?

Francisco: Language always plays a huge role in doing business in CALA. At a minimum, you need to speak Spanish. Portuguese is also incredibly important. Brazil makes up around 35% of the region’s GDP and around 55% of tech spending. So, if you’re working in this space, it’s not just helpful — it’s essential.

Now, that doesn’t mean you need to be fluent in every dialect or local language, of course. While many clients can and do speak English, it really makes a difference when you try to communicate in their native language. It shows that you respect the local language and practice.

As sales professionals, we often expect our clients to speak English. So, when we make the effort to meet them in their language, even a little bit, it sends a powerful message: we’re here to build a relationship, not just close a deal.

Barbara: Totally agree. Honestly, when I started, my Spanish was super rusty. And I’ve had to call in help from colleagues for French-speaking Caribbean clients.

That said, I love how far technology has come. Tools like email translation have been a lifesaver. So, while language can be a barrier, it’s manageable if you’re willing to try.

And like Francisco said, you don't have to be perfect. Just trying goes a long way.

Fernanda: How do you adapt your sales approach when working with clients from different countries and backgrounds?

Barbara: Even though I’m Latina, I’ve lived in the U.S. for years. When I first started working with Latin American clients 10 years ago, I realized quickly that my natural way of being direct didn't always land well. I had to learn how to say “no” in a softer, more culturally aware way. Otherwise, I risked sounding rude or abrupt. It was all about adjusting tone, language and approach while still being honest.

Francisco: Exactly, and to adapt well, you must be intentional. You can’t treat Latin America as one big uniform region. Every country is different. For example, even within Mexico, doing business in Monterrey is not the same as doing business in Mexico City.

In Brazil, relationship-building before business is key. In Mexico, you might not even get to the business talk until you've had a solid chat about family or soccer. In Chile or Argentina, they prefer you to get straight to the point. Understanding those differences is crucial.

One thing I always do when I travel to a country, especially if it’s my first time or if it has been a while, is talk to a taxi driver. That short ride gives you a glimpse into the local mindset. It's not formal research but it helps you tap into the culture beyond the boardroom.

Also, never underestimate the power of small gestures, like trying to speak the local language. Even if you mess up a few words, people really appreciate the effort; it breaks the ice and shows you care about connecting with them, not just closing the deal.

In the end, it all comes down to curiosity, preparation and respect. If you invest the time to truly understand who you’re speaking to, your sales approach becomes more natural and more effective.

Fernanda: How do you stay informed about trends and changes in diverse markets like CALA?

Francisco: I take a layered approach. First, I start with global market reports, those that give a solid baseline, then I move to local sources: economic and tech news portals specific to Latin America or even individual countries. They offer context you just won't get from global data alone.

But the most valuable layer is relationships. Our local partners are incredibly insightful. They're on the ground, working directly with customers and navigating each country’s political and economic landscape. They understand not just what’s happening but how people respond to it.

In regions where political shifts can significantly impact business, staying informed through both data and direct conversations is key, when you combine these layers — global insights, local news and real-time feedback from partners — you get a much clearer picture of what’s actually going on and what’s coming next.

Fernanda: How important are interpersonal relationships in the CALA region?

Francisco: Relationships are everything in CALA. To be honest, they contribute nearly 70-80% of the business. I still have customers buying from me today who first worked with me 20 years ago. That kind of loyalty comes from nurturing relationships over time, like grabbing coffee when I’m in town, checking regularly and staying connected beyond just the business side.

In places like Mexico, for example, it’s completely normal for a customer to greet you with a hug. That warmth and personal touch are part of how business gets done here.

Sometimes, global companies make the mistake of applying a one-size-fits-all approach. But in CALA, that doesn’t work. You need a dedicated regional strategy that adapts global guidelines to local realities. Every country, and sometimes every office of the same company, has its own culture and decision-making style.

Building real connections, understanding those nuances and showing genuine respect for how people do business locally — that’s what drives long-term success in this region.

Fernanda: How do you build trust with customers who have different communication styles and cultural values, beyond just language?

Francisco: No matter the country, culture or even political views, there’s one thing that’s universal — trust.

To build it, customers need to feel that you genuinely care. That's the first step. And once you’ve earned that initial trust, it’s all about consistency — staying in touch, checking in when you’re in town, remembering the small details that show you value the relationship.

Today, it’s easier than ever to stay connected through LinkedIn and other social media platforms. It's a great sign when a customer you meet adds you to their network. It means you’re building a rapport.

Barbara: If you’re doing business in Latin America, you’ll quickly learn one essential rule: you need WhatsApp. That's where relationships and business really happen.

Fernanda: How do you handle misunderstandings?

Barbara: I’ve got a bit of a unique advantage. I’m Latina but after living in the U.S. for over 20 years, many people here see me as a foreigner. And that’s totally fine because I actually use it to my advantage.

When misunderstandings happen, I approach them with humility and curiosity. I’ll say, “Hey, I might not fully understand this, can you teach me?” People usually light up when you show genuine interest in learning from them.

Being upfront and honest and admitting when you get something wrong because a misunderstanding goes a long way. It turns an awkward moment into a chance to connect on a deeper level.

Francisco: I couldn’t agree more. The magic words really are these: be humble, be honest and be upfront.

If you’ve taken the time to build real relationships, people will understand when mistakes happen. We’re all human and it’s part of doing business anywhere. The key is to approach every situation with openness and respect.

When relationships, communication and honesty all work together, even misunderstandings can strengthen trust instead of breaking it.

Fernanda: We know that sales don’t happen in silos. Do you have any advice on building strong internal relationships?

Barbara: Make time for chit-chat! Seriously, take a few minutes to get to know your teammates beyond the day-to-day tasks. Building a good working dynamic starts with simple, human conversations. Once there’s trust and familiarity, collaboration flows more naturally.

Francisco: I completely agree, I've had the privilege of leading an incredible team spread across Brazil, Colombia, Mexico, Costa Rica and Venezuela and we're very close-knit. We talk often, grab lunch when we can and always keep communication open.

That closeness doesn't just make us stronger as a team; it strengthens our relationship across the company. I always encourage my team to stay visible and engaged, especially because sometimes smaller regions like ours can feel less prioritized.

But perception aside, our role is vital. We're here to support the business globally and remind everyone that CALA is a team you can always reach out to for help, ideas and collaboration

Fernanda: Do you have any tips for preparing to meet with global customers or partners in Latin America?

Francisco: Do your homework, know who you’re meeting with, what their expectations are and what’s happening in their market. You can get insights from local tech or business media, partners in the software ecosystem and even public company reports.

But preparation isn’t just about business facts; it's also about understanding the culture. In some countries, people like to talk economics first; in others, they’ll want to warm up with lighter topics like family or soccer (especially in Brazil!). Sharing a bit about yourself and showing genuine interest in their world goes a long way in building trust.

It’s also crucial to adapt your approach to the country. For example, in Mexico, hierarchy really matters. The most senior person leads the conversation and others may not speak unless invited. So, direct your pitch accordingly. But in Argentina, it’s often the opposite: the people working hands-on with technology will drive the discussion and their leaders take more of a listening role.

That's why I often tailor my communication strategy beyond a single meeting. Sometimes, it takes separate conversations with different stakeholders to really understand their needs and build alignment.

In short, know your audience, respect local customs and be ready to adapt both your content and your style.

Fernanda: What trends in the CALA region will shape sales over the next three to five years?

Francisco: The biggest trend is AI. It’s transforming how we all work, but in CALA it’s also opening new doors to develop local talent. The region has incredible potential and we just need to invest in it. The cost structure is attractive and with the right development, CALA could become a true innovation hub.

We're also seeing major shifts due to U.S. tariffs and nearshoring. Companies are looking to move operations closer to home, which positions Latin America as a key player.

And finally, I believe CALA will lead globally in clean and green energy. The resources are here and the talent is here. We just need more governments to take an active role in making it happen.

Barbara: I completely agree. Latin America has the resources, creativity and hustle to make big moves in the next few years.

One thing that’s changing the game is access to technology and information. Thanks to AI and mobile-first capabilities, people across the region now have tools that used to be limited to big corporations and governments. Over the last decade, access has become more decentralized, empowering individuals, entrepreneurs and small businesses to act faster and drive change.

Those are the people who will push the region forward. With the right tech and the right mindset, Latin America can absolutely lead the next wave of growth and innovation.

Fernanda: What global influence do you see emerging from the CALA region?

Barbara: I think one of the biggest global influences coming out of CALA is our mindset — that belief that anything is possible and that hard work really pays off. That attitude shapes how people here innovate and solve problems, often with limited resources but endless creativity,

From a tech perspective, the global shift toward mobile-first experiences is something we’ve been seeing for over a decade. But now, it’s evolving, with AI and satellite connectivity like Starlink, we're entering a new era where access to technology is becoming more universal.

This means people in places that were once cut off, like remote areas of the Amazon, sub-Saharan Africa or even Siberia can now reconnect, create and contribute on a global scale. And Latin America’s resourcefulness and mobile-driven innovation are paving the way for that.

It’s exciting to see how CALA’s can-do spirit is starting to shape not just regional progress but also global possibilities.

Francisco: Another fascinating trend coming out of CALA is the rise of cryptocurrency; the region is one of the most active day-to-day crypto users.

Economic instability in countries like Argentina and Venezuela has pushed people to find safer, more reliable ways to transact — ways that protect their earnings from rapid currency depreciation. As a result, it’s become common to see bitcoin and other digital currencies used for payments, not just for investment.

What’s remarkable is how this reflects the region’s creativity and resilience. When faced with challenges, people here don't adapt, they innovate.

And yes, the news often focuses on the difficulties in Latin America but every region has its share of challenges. What truly defines CALA are its people, their attitude towards life, their work ethic and their ability to rise above obstacles. That mindset is one of the region’s greatest strengths, and it is a big part of why its influence is growing globally.

Fernanda: What are the plans to grow Progress’ business footprint across CALA?

Francisco: Our strategy is straightforward: protect what we have and expand into what’s next.

That means continuing to strengthen our OpenEdge business — our cornerstone in the region — but also working to diversify our portfolio so that other products grow alongside it. I’d love to see OpenEdge represent a smaller share of our total revenue, not because it shrinks but because everything else grows.

Looking ahead to FY'26, we’re investing heavily in products like ShareFile, MOVEit and LoadMaster. The goal is to deepen relationships, expand our customer base across our business units and build on the trust we've already earned.

In short, we’ll keep nurturing what’s working while laying down the foundation for the next wave of growth across the region.