You’re invited – November 8th at 2pm EST - to a very special discussion on creating a mobility experience that is first and foremost designed to thrill and fully engage the end-user. Our special guests include Aeria Games, a fast-emerging international games creator, top executives from Globant’s gaming studio. Register Today

Kolodziej: "Most people involved in tech are fully fluent in English"

By Patrick Haller

Argentina’s tech sector is thriving, despite a less than stellar level of public sector stimulus. One of the most dynamic and tireless believers in Argentina’s potential is Vanessa Kolodziej – CEO of BA Accelerator, and a co-founder of the popular startup advocacy group, Palermo Valley. We caught up with Kolodziej to find out what’s really behind Argentina’s emergence.

Kolodziej has extensive experience with entrepreneurship, technology and venture capital in Latin America. Kolodzeij is also co-editor of Startup Digest BA and co-organizer of Startup Weekend and BarcampBA. She also co-founded several technology companies and was a VC investor.

NSAM:  Tell us about the accelerator’s work.

Kolodziej: BA Accelerator helps entrepreneurs start their companies and increase their chances of success. We provide capital, know how, mentoring and connections, among many other things. The program is based in Buenos Aires but is open to entrepreneurs from all over the world. Our next call for entries closes on September 1.

NSAM:  How do Argentine firms get their message out to the world?

Kolodziej: We rely on recommendations mainly and having our work speak for itself. Argentinean firms are professional, their employees are very creative and hard working, and we share many cultural traces with the US.

NSAM:  What is the biggest misperception about Argentine tech companies?

Kolodziej: The biggest misperception is that we do not share the language or the culture with the US, which is not correct: most people involved in tech are fully fluent in English, have traveled or even studied in the US and understand American culture very well.

NSAM:  Why should US companies be interested in software developed in Argentina?

Kolodziej: Software developed in Argentina is high quality but it is especially very elegant: we like solving problems with the least resources. It is in our DNA; we are used to both uncertainty and limited resources.

NSAM:  Who are the top players in the Argentine IT sector?

Kolodziej: There are many but to name a few I would say Globant in terms of clients and size, and Zauber and FDV Solutions in terms of quality.

NSAM:  Where are the IT hot spots in Argentina?

Kolodziej: Buenos Aires is the leader, but great software is also developed in Mar del Plata and Tandil, Córdoba and Rosario, Tucumán and Mendoza, San Luis and Chaco.

NSAM:  What are some of the obstacles with exporting software to the US?

Kolodziej: To the best of my knowledge, the only current obstacle is finding enough quality tech people, fast enough.

NSAM:  What challenges do tech firms face either when starting or after they are established and they want to grow?

Kolodziej: Again, finding enough quality employees fast enough is the most important challenge. The cultural fit, small time difference and widespread use of English makes it all very simple.

NSAM:  How supportive is the government of IT initiatives?

Kolodziej: Very, at the national, provincial and city levels. Different provinces have different incentives but one thing is clear: the government knows that the tech sector is a provider of jobs and currency, so it has been trying to facilitate it a lot lately.

Globant CEO Martin Migoya welcomes the firm's growth, fueled partly by the creative tech approach of CTO Guibert Englebienne (at left).

By Dennis Barker

Well-known nearshore trailblazer Globant revealed parts of an ambitious, globally expansive growth strategy this week with the acquisition of a small and savvy mobile software developer in Silicon Valley. The acquisition, taken on face value, shows Globant is doing what very few Latin America-borne IT players have done in recent years: land onshore in the US, make an acquisition or two, and create US jobs in the process. (Outsourcing bashers, explain how such companies hurt the US economy.)

Globant, never afraid of standing out from the crowd, appears to be gathering increasing market velocity on its way to becoming one of the few ‘household’ names of Latin America IT services.

The firm enhanced its mobile and social-media capabilities this week by acquiring Nextive, a U.S. firm that specializes in those types of applications. Globant also became the first Argentina company to buy a U.S. company. (Price was not revealed.)

Nextive, based in San Francisco, will lead development in Globant’s Mobile Studio software unit. “Adding this talent will increase the Studio’s skills and naturally the number of people working on products for mobile devices, social apps, and to a small extent gaming,” said Martin Migoya, Globant co-founder and CEO. “Nextive will add expertise that will help us continue to develop innovative software. They have a lot of deep understanding of the popular mobile platforms, including iOS and Android.”

“We also expect that the deal will allow us to increase our presence in the U.S.,” Migoya said.

Globant already has several marquis brands it works with, including Google, EA, and LinkedIn. Migoya said 80% of their revenue comes from projects in the States. Nextive’s current client list includes GSN and Crowdstar. The company already has offices in Buenos Aires and Córdoba. “We will take advantage of those locations to serve clients,” Migoya said.

Globant is looking at other North American companies it might snatch up. “But honestly,” Migoya said, “there are not a lot of U.S. technology companies for sale right now that would be a good fit, that share the same culture the way Nextive does.”

One of the most interesting aspects of the acquisition is Globant’s pronouncement that it will be bringing jobs to the U.S. as a result. “We plan to hire 200 people within the next 18 months, starting very soon,” Migoya said. Although the country is suffering from high unemployment, Migoya said competition for skilled mobile developers is tough.

“We like to think that creating jobs for people is part of our what we do,” Migoya told Nearshore Americas. “Making money is important, of course, but if that is all we are trying to do, that is not very interesting.”

It appears to have been a good year for Globant so far. Earlier, the company landed $15 million in financing from two capital firms.

As for where the Globant/Nextive team might be focusing its efforts, Migoya said in an earlier interview that “the area that we’re seeing the most innovation happening these days is in social applications connected with the main social networks…. Corporations want applications that allow them to access that world, in order to target their customers in a more efficient and specific way – this is the big thing that’s bringing social networks into the news these days.”

Migoya also noted that Globant is “not an IT outsourcing company. We are a developer of software products for global customers.”

About those recurring rumors that Globant itself might be scooped up, Migoya chuckled. But he did say the company is considering going public, with the possibility of an IPO sometime in the next year.

Source: El Cronista
Argentine IT exports increased by 222% between 2003 and 2009, while the exports of goods reached only 86%, according to data from the Permanent Observatory of the Software and Information Services Industry (POSISI). Numerous companies began selling their products to foreign markets while learning about the needs of customers and how to satisfy them through local production.  Despite the international crisis of 2008/09, local companies that exported products grew by 23.8% between 2009 and 2010, versus the 19% of non-exports.

Argentina’s Promotion of Software Law is targeted at increasing software service exports into the United States. The practice of penetrating the US market can be done many ways, including relying on personal contacts, local associates, recommendations or through personal visits.

How to Land

Javier Porretti, Commercial Director for Softtek Sudamerica Hispana, an IT business service provider nearing 20 years of experience, and billing $300 million USD, recounts,  “toward the beginning of the 90s the strategy was to relocate managers of commercial profile to search for clients abroad.  That helped us to understand the market, not in general statistical terms but to understand the idiosyncrasies of each client and to know whether their needs are related to what we offered, amongst other things.”

Today Softtek exports 50% of its products with 80% going to the United States.  “Our company was created with a focus on the global and directed toward the United States and Great Britain.  The founder’s first action was to write the names of all their contacts on a blackboard and to travel abroad to introduce them to our services.”

Guibert Englebienne, a member of the Globant software development company, remembered “through these contacts came the first client, which quickly made our company grow through recommendations and by word or mouth.”  Globant started operating nearly ten years ago, with an initial investment of $5,000 USD and today earns $60 million USD.  “It is important that we have offices at the places of IT export destinations, as this allows us to have a very close relationship with clients without gaps,” he added.

Edgardo Seijas, Director of the G&L Group, a company that provides IT services and earns $73 million USD, looked for a local associate.  “That was our first experience when we entered the country a few years ago, and business was facilitated, whether by language, cultural aspects or by permanent presence.”  Competir, a company that has been exporting e-learning solutions to technology firms since 2000, uses a Mexican company as its commercial associate to explore the Spanish speaking market in the United States.  Pablo Aristizabal, CEO of Competir, said “We reached that point after having obtained wide product acceptance throughout the Latin American community.”  The entrepreneur, whose firm earns $3 million USD, recommends that the solution that one wishes to export should comply with all the regulatory prerequisites of the country, that its managers study the market fully to identify their desired niches.  It is also suggested to protect oneself against the risk of non-payment, since the legal action processes “can be very slow and costly.”

Pablo Setuain, General Manager for Sudamerica de Core Security Technologies, an IT security company that has half of its staff working in the USA, and exports 90% of its products, said “For other companies, the possibility of selling in the United States appeared in a more indirect and less planned for manner.  It was through presentations and international conferences that we started to be recognized in the industry.  In this manner, important companies started to be interested in our services and products at the end of the 90s.”

Achieving Sustainability

Maintaining operations in the foreign market may be harder than obtaining the first customer, as it requires a sustainable effort over time, consistency of doing business  – which fulfills the agreement – and knowing the cultural rules and customs of the importing country.

“After registering a company in the United States which costs between $1,500 and $2,000 USD, we make sure to find an accountant or attorney who could perform the operation’s day-to-day accounting and malpractice insurance.  Once the first client has been obtained one has to be very patient and perform excellent work,” points out Cesar D’Onofrio, co-founder of Common Sense, an IT solutions company that started sales in the USA in 2006, and earns $4 million USD.

“The most important thing is to be accurate, deliver on time what has been promised, and maintain pricing consistency.  Avoid surprises, or taking advantage of challenging situations with the client.  In my opinion, it is much easier to generate a faithful client in the United States then in other less-developed markets, principally because work is awarded,” advised Anton Chalbaud, co-founder, along with Matias Paterlini and Claudio Cohen, of the Altodot Company dedicated to the development of marketing technology over social platforms.  The company has been exporting to the US since 2009, and earns about $500,000 USD.

Comparative Advantages

India, a country with one of the most developed software exporting industries in the world, is the strongest competition Argentines have for the US technological market.  “With regards to India, Argentina has two advantages, on the one hand we have the same time zone as the United States which facilitates the implementation of a project that requires daily communication.  On the other it is important to note that our culture more resembles that of the North Americans,” stated D’Onofrio of Common Sense.

Softtek’s Porretti says that one has to find the strategic advantage. “The advantage that the world and the United States offers us Argentines is that we are the principal player in the IT market as seen from this demand.  The majority already tested India and the nations requiring services find themselves with unsatisfied needs that are not provided for in this country, where there are high rotation levels, and where everything is resolved by adding more people,” stated the executive.  Clients diversify where they place their needs, differentiating what is sent to each place based on critical function, the complexity and the technology to be used.  “In India they look to bill an hourly rate while we do so through the IT productivity budget.  These are varying concepts: one based on quantity of people and the other based on quality of people,” concluded the executive.

(Translated and condensed from original article, authored by Aurelia Rego in Buenos Aires)

Over 150 professionals turned out last week in Buenos Aires for a two-hour session on  “Selling IT Services into the US”, sponsored by our friends at Globant and CommonSense.  Sometimes pictures do a better job of telling the story, so check these out:

We’re gliding through the Globant facility in the heart of downtown Buenos Aires, and our guide is the t-shirt clad CTO and co-founder of Globant: Guibert Englebienne. First stop – the new executive leadership work space where all top five executives of Globant will work together in the same area. No doors, no walls – just open collaboration space and a nice view of the river.

Globant, one of the most colorful rising stars in Latin America IT, has a knack for turning its back on conventional ideas. Guibert tells me he hates to hear the term ‘human resources’, saying it reflects a limited, 20th century view of work associates. The Globant facility is meant to be a place to have fun, and also get work done. That may sound like a contradiction, but for Guibert  and his co-founders, they’re just re-creating the same stimulating work environment they dreamed up seven years ago – when a barroom discussion led to the full-fledged launch of Globant with less than $10,000 in funding.

Buenos Aires has always been at the core of Globant. On this day there are young professionals buzzing around – it’s got a distinctive college campus feeling, yet there is contemporary art everywhere, a guitar room where two employees are jamming together a very tangible sense of collaboration.  But don’t take a word for it…  scroll through some of our photos during our Guibert tour:

Exclusive interview with Globant CEO Martin Migoya

By Tarun George

One of Latin America’s IT stars, Globant has proved that it can take Nearshore sourcing successfully to Silicon Valley. But what is the plan in coming years? We spoke with CEO Martín Migoya to find out. He tells us how Globant is differentiating itself in software development, and discusses his plans for acquisitions and public offerings. Read on for more.

What are the key areas of innovation in tech services that your customers are looking for in 2011?

Migoya: They’re mainly looking for innovation around mobile applications, and around gaming technology. Those are the areas where we’re seeing massive movement  , such as firms expanding the use of gaming technology into other areas like training, etc.

But the area that we’re seeing the most innovation happening these days is in social applications connected with the main social networks, and how those can be replicated efficiently without a massive amount of development effort. Corporations want applications that allow them to access that world, in order to target their customers in a more efficient and specific way – this is the big thing that’s bringing social networks into the news these days.

It’s not that we don’t innovate around more traditional outsourced functions like application testing or creating new applications – that’s the baseline. We look at how to develop software using agile methodologies, leveraging a lot of the open source software and the commercial software available out there. We’re continually innovating in these areas, but the things that are really hot right now are gaming applications and all the things related to social applications. Firms are looking at how to surprise their customers with new applications.

It’s not just about engineering and making sure it works, but also about art and creating a good interface – that’s what makes a successful and innovative software product.

In your experience does Latin American IT sourcing get the respect it deserves from Silicon Valley?

Migoya: I would say that Latin America is increasingly well known in California, and the US in general. There are obvious advantages with the time zone and proximity that can be used in a very dynamic way. We can interact and do a lot of distributed agile work that would be impossible in other geographies.

But the other thing that’s gaining visibility now is Latin America’s capacity to innovate – something that’s very rewarded in Silicon Valley. It’s challenging the attitude that people from the US have about Latin America given the recent crises and other things. The talent and cultural fit also allows our engineers to connect with the engineers there. Being able to create a social media application means we have to know a lot about social networks, and that is true in Latin America. It’s a well developed market for commercial software, and a powerhouse for open source.

Another point is that design is key for successful software products today. It’s not just about engineering and making sure it works, but also about art and creating a good interface – that’s what makes a successful and innovative software product. That artistic approach that we have in Latin America is very compatible with what Silicon Valley is looking for right now. At Globant, we’re trying to create not just a software development company but also a company that resembles the culture of Silicon Valley.

Talking about Globant in particular, when do you plan to take the company public?

Migoya: Well you know that’s an impossible question. We have a general timeframe in which we’re planning to do it, and we still need to do a lot of growing in order to get there. I’d say the plan is in about 18 to 24 months. Maybe a little earlier than that.

(Editor’s note: Globant co-founder Guibert Englebienne said in this TechCrunch article in December 2009 that the plan was to go public on Nasdaq in two years)

Globant is also a prime acquisition target, especially for the large Indian firms looking to solidify their position in Latin America. Is there anything on the table right now?

Migoya: We’ve had many different offers from different companies. But I honestly think that the best way forward is to keep on doing what we’re doing. We’re not looking for anything more than growing the company and making a successful story for all the stakeholders participating in it. So there’s not an acquisition or anything that will happen in the next year.

How does Globant differentiate from farshore locations like India and China?

Migoya: The experience of creating a new software product has changed in the last few years. In the past when you had a product you wanted to create, you’d go to an engineering powerhouse. Once the product was done, if you wanted a cool interface, you’d go to a local digital agency. Today those two things cannot be separated any longer, and at Globant we are combining them.

Software development has evolved into an experience where you need not just engineering, but also design, innovation and the infrastructure that will support the product when millions of customers buy it. Globant is where those things – engineering, design, innovation, infrastructure – meet scale.

By Dennis Barker

NEW YORK CITY – IT outsourcing service providers that want to work with major tech companies had better, in the immortal words of James Brown, “get up, get into it, and get involved.”

Representatives from several leading-edge sourcing buyers made it clear at a panel discussion here at the NASDAQ Building in Times Square last night  that they’re looking for providers who aren’t just skilled developers but who also know how to engage as real partners in a project. Taking orders and typing code won’t be enough. Oh, and playing video games can also be important.

Risky Behavior Encouraged

Representatives from Google, Electronic Arts, global adverting giant JWT, and PR Newswire—all of them technology talent scouts—emphasized that above all they are looking for people who are innovative.

When looking for an IT services provider, Google looks for “people who will innovate with us,” said Patrick Chanezon, client and cloud advocacy team manager at Google. The company looks for a partner with a similar “Googley” culture: an environment that inspires original thinking, encourages people to take initiative, is guided by data and user experience, has a flat hierarchy (“not 10 levels to reach the CEO”), and shares the philosophy of “fail often, fail quickly, and learn,” he said.

The ideal partner is like an early adopter, someone who is willing to take risks and make an investment before things start rolling. “Risk-taking is at the heart of innovation,” Chanezon said.

Google found that partner in Argentina. While working on its Checkout e-commerce platform, the company enlisted Globant, a software developer headquartered in Buenos Aires, to test the API. “They came up with new, innovative tools to test our code and discovered security holes that otherwise might not have been found,” Chanezon said. On their next project together, the OpenSocial platform for social networking, the Globant staffers not only had the technical expertise and open-source chops to do the job; they were willing to invest time and start work before the project officially began, he said. Compare this approach to some of the big consulting practices that won’t type a line of code until they know the check is in the mail.

“Outsourcing is no longer a simple transaction,” said Jamie McClellan, CIO at JWT. “It demands input from the right side of the brain. Partners have to fit in culturally, socially, and generationally. They need to speak our language, understand our goals and objectives.” For a really successful relationship, the provider needs to engage as a partner and an innovator early in the process. “It’s not easy, but it does add considerable value,” he said.

McLellan compared classical outsourcing to “throwing work over a fence: There’s no transparency, and you don’t know where it’s going to be thrown back.” With the new approach, he said, “the fence is still there, but it’s more like a corral [with an open gate]. We invite people in.” The boundaries between in-house and the outsourcing partner have been blurred, he said.

“And while cost efficiency is important when looking for an outsourcing partner, “we look first for talent” says Pohontu.

Join the Evolution

All the parents out there who worry about their kids spending too much time at the videogame console, take heart. Game king Electronic Arts looks for outsourcing partners with developers who “have played games all their lives,” said Mihai Pohontu, EA’s general manager of central development services. “They need to have an encyclopedic knowledge of our games. More than technical expertise, we are looking for people who can contribute to the evolution of our games.”

And while cost efficiency is important when looking for an outsourcing partner, “we look first for talent,” Pohontu said.

All the companies participating in the discussion agreed they are finding innovative talent in the nearshore region. It’s not easy to meet their requirements—”they have to be able to innovate while developing,” said Kevin West, VP of operations at PRNewsire—but countries like Argentina and Brazil have a certain cultural affinity with North America that is giving them an edge over other destinations. You can find innovative IT people in many countries. But the knack for blending in with the client—that “blurring” that McClellan mentioned—is more likely found closer to home.

Last night’s IT Innovations conference was sponsored by Globant. Attending were journalists, analysts, outsourcing partners and a variety of other guests. Nearshore Americas’ Kirk Laughlin served as host and moderator.

BUENOS AIRES, Argentina, May 5 /PRNewswire/ — Globant, leader in the creation of innovative software products that appeal to global audiences, today announced that it has been included in the list of “Cool Vendors” in the Cool Vendors in Business Process Services 2010(1) report by Gartner, Inc.

As described in the report, “Cool vendors in business process services are focused on developing high-impact offerings.” Gartner´s report includes four examples of vendors that are making the most of new technologies, business concepts and service delivery models.

“We consider our inclusion in the Cool Vendor report by Gartner confirmation of the quality of our work,” stated Martin Migoya, Globant CEO and co-founder. “We are extremely proud of the accomplishments that the team is achieving, offering engineering and innovation in every software product we build. We aim to keep on delivering the best for our customers.”

Gartner analysts specializing in IT services and business process services have drawn on the depth and breadth of their knowledge and expertise to identify and evaluate less well known emerging vendors.

About Globant

Globant is one of the international leaders in the creation of innovative software products that appeal to global audiences. Globant combines a rational blend of Open-Source with proprietary software, which brings flexibility, mitigates risk and ultimately reduces costs. Globant’s proprietary SmartStaffing Technology(TM) yields high performance teams that enable companies to quickly develop their software products and gain an edge in the competitive landscape with the lowest total cost. Globant is a privately held, privately funded company headquartered in Buenos Aires, Argentina with offices in Tandil, Cordoba, Rosario and La Plata in Argentina, Palo Alto, Austin and Boston in the United States, Mexico City, Bogota, Santiago de Chile and London. For more information, visit www.globant.com, www.globant.com/lookfurther

About Gartner’s Cool Vendors Selection Process

Gartner’s listing does not constitute an exhaustive list of vendors in any given technology area, but rather is designed to highlight interesting, new and innovative vendors, products and services. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness of a particular purpose.

Gartner defines a cool vendor as a company that offers technologies or solutions that are: Innovative, enable users to do things they couldn’t do before; Impactful, have, or will have, business impact (not just technology for the sake of technology); Intriguing, have caught Gartner’s interest or curiosity in approximately the past six months.

By Kirk Laughlin, NSAM Editorial Director

Quick: Name a Latin American software dev firm that will land on NASDAQ within two years, boasting strong revenue and a world-beating reputation for building slick online social networking apps?

Answer: Try Argentina’s Globant, a classic Latin American success story that has so much upside that India Inc. (major India-based global services firms) has already tried to scoop it up.

Nearshore Americas sat down with Martin Migoya, the energetic chief executive of Globant and one of four founders of the company, recently in New York City, to talk about the firm’s big ambitions to become one of the world’s premiere offshore software development players.

Globant CEO Migoya: “There is no space to sell the company.”

“We are focused on transforming the software creation experience,” said Migoya. “We are convinced it can be an enjoyable experience.”

Globant has a plan called a “Global Manifesto” – and given its short life span and impressive track record of execution – the plan is working. Founded in 2003 by Migoya, CTO Guibert Englebienne, COO Martín Umaran and VP of Innovation Labs Néstor Nocetti, Globant is set to earn about $50 million this year, but the founders expect to be collecting between $300 million and $500 million within five years. Among other things the Manifesto calls for the company to go public on New York City-based Nasdaq in two years, giving the company the same kind of clout a typical US sofware maker enjoys.

About 60% of the company’s business comes from Silicon Valley. An early alliance with Google, where Globant helped promote and manage some of the largest implementations on OpenSocial, an open interoperability standard enabling social networks to interface with each other, appears to have helped influence future business. Clients have included Disney, GAP, Yahoo!,  Coca Cola,  and Linked-In. The company is especially focused right now on building a social network for Nike, currently in Beta.

Big Game Hunters

Globant’s momentum is clearly making waves, and top tier India-based global services providers, hungry to deepen their footprint in Latin America, are paying attention. In fact Globant’s name has popped up recently in the India press as a prime acquisition target by India Inc.

Migoya said Globant has already been approached by India firms and has turned down offers. “You need to have a consistent, long term plan,” he said. “There is no space to sell the company.”

Having spoke to both Migoya and Englebienne (during a separate interview), it is difficult to imagine how Globant ‘s top execs – at least in the near term – would surrender the passion they inject into Globant. In fact, the actual creation of the company was built on offering an alternative to the software developments practices and philosophies borne from India. “We have focused on changing the equation by having top quality engineers that add real value,” said Migoya. “We have found that many of the Indian firms have had trouble delivering breakthrough products.”

Design Powerhouse

Argentina rates high on the worldwide scale of design proficiency and dazzling visual innovations. The country’s designers are perennial winners of the prestigious Clio Awards, reflecting a thriving talent pool that Englebienne points to as an important contribute to Globant’s unique positioning.

Globant’s founders have spent a lot of time thinking about how to optimize the performance of talented professionals, establishing  “studio” groups that essentially act as specialized communities devoted to high-caliber, fluid output in specific domains. There are studios devoted to gaming (the company has a key alliance with Electronic Arts), game testing, consumer experience, transactional strategies and social networking. The typical studio consists of about 150 people, and is lead by a three-member leadership layer, representing operational, technical and business dev functions.

“Our studios are fundamentally designed to make sure the customer is satisfied,” said Migoya, who cites time zone, cultural fit with US and UK clients and strong personal data protection laws as key business enablers.

Not surprisingly, Globant has become an attractive place to work. In April, the company lured a top Latam Google exec, Gonzalo Alonso, to fill the role of operations vice president.

In addition to software development, Globant also has a full suite of IT maintenance services, and continues to strengthen its cloud computing footprint.

Migoya points to people like Michael Marks, former CEO and now chairman of Flextronics, as a key inspirational supporter. Marks was one of the first Silicon Valley executives to anticipate the rising influence of the Nearshore region in IT services.

Migoya admits that Globant is not a well known outside of Silicon Valley and points out that the company has been cautious about which clients to take on. But as Latin America emerges on the word IT services stage, Globant is undoubtedly going to get noticed – and taken seriously.

KEY LINK: Globant’s YouTube Site