He Reinvented How to Scale a Team With Global Talent

Some global outsourcing companies treat their employees so poorly they won't even provide toilet paper. Hampton member, Joshua Eidelman, built an outsourcing powerhouse by doing the exact opposite.

After witnessing the dysfunction of traditional BPOs while scaling Bird to a $2B valuation in just one year, Joshua created NeoWork. His 200+ team members across Colombia and the Philippines help startups scale their operations without the communication gaps and high turnover that plague traditional BPOs.

In our exclusive Hampton interview, he shares:

• How his battle with severe depression shaped a company culture with industry-leading 91% retention.
• How he maintains 24/7 operations even during typhoons that wipe out entire cities.
• The virtual office tools that recreate water cooler conversations across 10,000 miles.
• How working from the frontal cortex instead of the amygdala prevents founder burnout.

If you're wondering how to tap into global talent pools, Joshua reveals how he's doing it as a service for some of today's fastest-growing startups. 

Hello! Who are you and what business did you start?

I'm Joshua, the founder of NeoWork, a company that's reinventing how modern businesses leverage global talent. We're a next-generation Business Process Outsourcing (BPO) company that helps startups and growing companies build high-performing teams in Colombia and the Philippines.

What makes us different is our approach – we don't just provide outsourced staff, we create true extensions of our clients' internal teams. Our flagship service focuses on integrating highly skilled professionals directly into our clients' operations, particularly in areas like customer support, where our teams become fully embedded members of our clients' organizations. I built NeoWork to address the pain points I experienced firsthand while working at Bird during its hypergrowth phase in 2018 (reaching a $2B valuation in its first year), where I saw both the immense potential and common pitfalls of traditional outsourcing. Today, we've grown to over 200 team members across Colombia and the Philippines, bringing together what I like to call the "distant cousins" of colonial Spanish heritage to create a unique, culturally-aligned global workforce.

What's your backstory and how did you come up with the idea?

My focus on building a team that connects talent and cultures from around the world to be better than the sum of our individual parts has origins in my childhood. I grew up in a family of entrepreneurs where every dining room conversation was like a board meeting with my 2 founder parents. My dad immigrated from the Soviet Union at 17 and my mom grew up in West Africa and spent her summers as a teen in South Asia as the daughter of an epidemiologist in Smallpox eradication. Growing up as they started their global education business, I got to tag along on their business trips around the world. This built up my skill in being able to land in a new country and quickly learn how to navigate the work culture and where to find talent. 

In high school, I had bouts with severe depression and anxiety. I consider a year and half of my life to be lost time bedridden with crippling depression. This instilled in me a determination to make prioritizing mental health a core value in all my companies. My journey to founding NeoWork really began in 2017 when my love for salsa dancing and warm weather drew me to Medellín, Colombia after college. While there, building an augmented reality training platform as my first business, I was blown away by the level of engineering talent I encountered. It opened my eyes to the incredible potential of global talent that wasn't being fully leveraged on the international stage.

The real "aha" moment came during my time at Bird, where I joined as an early employee during their hypergrowth phase. While on assignment in Manila, Philippines, I assembled an operations team of 33 people in just six weeks. Watching Bird scale to a $2 billion valuation in its first year, I saw firsthand how crucial effective outsourcing was to rapid growth. But I also experienced the frustrations of working with traditional BPOs – the high turnover, the communication gaps, and the constant feeling that these overseas team members were being treated as replaceable rather than valuable contributors.

My background gave me a unique perspective on both sides of the global talent equation. Having grown up with an immigrant father from the former Soviet Union who came to the US with just $150 and no papers, I witnessed firsthand the resilience and determination of global talent. I heard him pitch business ideas with his Russian accent, facing rejection after rejection but never giving up. This experience shaped my approach to risk-taking and my belief that there isn’t an inequality in talent globally, but an inequality in opportunity.

What really stood out to me was that the problem wasn't with the talent – it was with how they were being managed and integrated. Traditional BPOs were creating artificial barriers between outsourced teams and their clients, leading to high turnover and poor results. I saw an opportunity to do things differently by treating overseas team members as true extensions of our clients' internal teams, giving them the same level of respect, training, and integration as US-based employees. What made this idea different was its focus on human connection and cultural alignment. For instance, I noticed fascinating cultural parallels between the Philippines and Latin America due to their shared Spanish colonial heritage – from similar words to comparable food cultures. These insights helped me build a company that doesn't just provide outsourced staff but creates genuine cross-cultural teams that truly understand and support each other.

Take us through the process of building the first version of your product…

When building NeoWork, I started by addressing the fundamental problems I'd seen with traditional BPOs during my time at Bird. The first version of our service model focused on fixing what was broken in the typical outsourcing relationship. Instead of isolating overseas teams and having all communication go through an account manager (which I'd seen lead to things getting lost in translation), we designed our service to fully integrate our teams into our clients' internal operations.

One of my horror stories from working with a large BPO at Bird was when the vendor wouldn’t provide toilet paper to their employees in the Philippines, as they were scared the employees would steal it. This was my wake-up call that the industry needed drastic change in employee relations. One of NeoWork’s core values is prioritizing mental health through mental health days, company-provided therapy resources, and alignment of employee genius zone with clients’ unique value propositions. To increase employee engagement and reduce risk, we established what I call "pods" - geographically close teams within Metro Manila and Naga in the Philippines, and Medellín, Colombia. This wasn't just about convenience - it was a direct response to business continuity challenges in regions prone to natural disasters. We set up backup sites with Starlink internet and generators, ensuring our teams could continue operating even during typhoons or other disruptions. This approach proved invaluable when we had to deal with situations like the typhoon last year in the Philippines.

From the beginning, we put a strong emphasis on training and onboarding. We decided to model our benefits and employee recognition programs after top US startups. We developed comprehensive training programs that focused not just on technical skills, but on cultural integration and communication. We use tools like Frame to recreate office environments virtually, and implement gamified learning through platforms like Kahoot to make training more engaging.

The core of our early service design was about shifting the paradigm of how outsourced teams are treated. We made it mandatory for our teams to be included in clients' Slack workspaces, weekly huddles, and internal communications. We put in place clear KPIs from day one, including a structured "glide path" where new hires gradually increase their metrics over their first month until reaching full production mode. These weren't just operational decisions - they were about creating a new model where overseas team members could feel true ownership and connection to the companies they worked with.

Describe the process of launching the business.

Our launch timing coincided with a massive shift in how companies thought about remote work. As the pandemic swept across the globe in 2020, startups suddenly needed reliable 24/7 support systems more than ever before. Covid killed the zip code for most companies, making them much more open to the idea of working with global teams. While this wasn't our planned launch strategy, it created an unprecedented opportunity to demonstrate our value proposition: helping clients thrive in the face of rapid change.

I started by implementing what I learned from my experience at Bird. Having seen both the potential and pitfalls of rapid scaling, we were careful to build strong foundations first. We focused on setting up proper contracts and service level agreements (SLAs) from day one. I made sure our contracts included careful consideration of details that many overlook - like no cancellation fees and annual increase rates tied to the Consumer Price Index rather than arbitrary escalations.

One of the biggest lessons learned from our launch was about the importance of clear expectations and KPIs from the very beginning. We implemented what we call a "ramp-up period" - a one-month "glide path" where new hires progressively increase their metrics until reaching full production. This structured approach helped us avoid the common pitfall of overpromising and underdelivering that plagues many BPOs.

Another crucial lesson was about diversification. We learned early on to never put all our eggs in one basket with clients, and we applied the same principle to our own operations by establishing a nearshoring and offshoring presence in both the Philippines and Colombia. When demand for our services skyrocketed during the pandemic, this foundation allowed us to scale our operations by 500% while maintaining quality and cultural alignment.

Since launch, what has worked to attract and retain customers?

One of our most effective strategies for attracting and retaining clients has been our fundamentally different approach to outsourcing. Instead of the traditional BPO model where outsourced teams are siloed and most communication goes through an account manager, we fully integrate our teams into our clients' operations. This means having our team members in the client's Slack workspaces, participating in their weekly meetings, and truly understanding the "why" behind their work. This integration has been crucial for long-term client retention because it creates genuine ownership and alignment.

We've learned that setting clear expectations from the very beginning is critical. We implement a structured RFP (Request for Proposal) process that gets granular about important details many companies overlook. We ask specific questions about meeting cadence, management involvement, cybersecurity practices, and even performance improvement plans. This thoroughness in the beginning helps prevent misalignment later and has become a key differentiator in winning new business.

Our approach to performance management has been particularly effective in retaining clients. We establish clear KPIs from day one and this structured approach, combined with our investment in training and development, has helped us avoid the high turnover rates that plague traditional BPOs. We have an industry-leading 91% annual employee retention rate. When clients see stable, high-performing teams that consistently meet their metrics, they tend to stick around and even expand their engagement.

A surprising factor in our growth has been the operational expertise we bring from working across different industries. We help clients improve their processes in areas like structuring their Zendesk setup or implementing security best practices. This has led to many of our US-based client teams experiencing what we call a "level up" - their onshore teams can focus on higher-value activities like quality assurance and training while our teams handle front-line operations. This multiplier effect has become a powerful selling point in our conversations with potential clients.

Cultural alignment has also been key to our success. We've found that understanding and respecting cultural nuances in both our operational locations has helped us build stronger, more effective teams. For example, in the Philippines, we embrace the hierarchical culture and importance of titles while ensuring we incentivize proactive communication (addressing the cultural concept of "pabibo" which has a negative connotation tied to drawing attention to oneself). In Colombia, we adapt our management style to be less hierarchical and more focused on clear KPIs and autonomy. This cultural intelligence has helped us maintain high performance across our global operations.

How are you doing today and what does the future look like?

Today, NeoWork has grown to over 200 team members in the Philippines and Colombia, creating a unique bridge between these culturally aligned regions. Our operations today reflect the vision we've had from the beginning - breaking away from traditional BPO practices. We invest heavily in our team members' development, using tools like Frame to recreate office environments virtually, Scribe for building SOPs, Wheel of Names for team building, and Kahoot for gamified training. We've found that this investment in our people, combined with our focus on cultural alignment and proactive communication, has created a more sustainable and effective model for global teams.

Looking to the future, we want to fundamentally change the misaligned incentives of billing per hour in the BPO industry. By continuing to invest in AI and automated workflows, we are eager to change our billing model to outcome-based billing with smaller team sizes, greater value propositions, lower costs to clients, and higher profit margins. Through our NeoWork Academy program, we are constantly upskilling our teammates to integrate AI tools into their workflows and become AI consultants for their partner clients. We're also focused on helping more US-based companies understand and implement the shift from traditional outsourcing to truly integrated global teams, as we've seen how this approach can help companies scale more effectively while maintaining quality and cultural cohesion.

Did you ever have an “oh shit” moment where you thought it wouldn’t work?

The July typhoon last year in the Philippines could have been an "oh shit" moment for many companies, but it actually validated our careful planning and infrastructure investments. We had intentionally set up our teams in geographical "pods" across Metro Manila and Naga, with backup sites equipped with Starlink internet and generators. When the typhoon hit and led to power outages and internet issues, our teams were able to continue operating by relocating to these backup sites. This experience reinforced that our focus on business continuity planning wasn't just theoretical - it was essential for our clients and our team members. Unfortunately some of our teammates lost their homes in the typhoon, but NeoWork supported their rebuilds and provided stability in their employment without interruptions.

Through starting the business, have you learned anything particularly helpful or advantageous?

One of the most important lessons I've learned is about balancing speed with sustainability, particularly when it comes to preventing burnout. From a neuroscience perspective, I've found that constantly operating from the amygdala - our fear center - might drive quick action in the short term, but it's not sustainable. Instead, I've learned to be intentional about blocking out time during stressful periods to work from a place that leverages the frontal cortex, allowing for more creativity and innovation. This approach has helped both me and my team avoid burnout while maintaining high performance.

Being a founder can feel incredibly lonely, and one of the most valuable practices I've developed is intentionally over-indexing on spending time with other founders. I've learned that many of the problems I face, which initially seem unique to my business model, are actually common challenges that others have already navigated. The expensive lessons learned by founders who are one or two steps ahead in their journey have been invaluable, even when they're working in completely different industries. I've also learned the importance of being open with my team about my struggles and where I need their support - this vulnerability has actually helped build stronger buy-in as a solo founder.

Another crucial lesson has been about navigating cultural differences in a global company. Early on, when we were growing our Colombia team, our Philippines teammates worried they might need to learn Spanish or that they would be replaced. The breakthrough came when we brought the teams together and helped them recognize their shared cultural heritage from Spanish colonization - from similar foods like lechon to shared vocabulary. We've learned to be very mindful about communication styles too. For instance, taking an extra 10 seconds to say "good morning, how are you" before diving into work with Colombian teammates saves 10 minutes of potential misunderstandings down the road. Similarly, understanding concepts like "pabo" (drawing attention to oneself) in Filipino culture has helped us better incentivize and reward proactive communication.

What platform/tools are absolutely crucial for your business?

For remote team management and collaboration, we've found several tools to be essential. We use Frame to recreate an office-like environment virtually, which helps maintain team connection and enables those valuable "water cooler" conversations that happen naturally in physical offices. 

For training and documentation, we rely heavily on Scribe for building SOPs - I consider it "like Loom on steroids" for quickly creating thorough standard operating procedures. We've gamified our training process using Kahoot, which has been effective for making learning more engaging and running friendly competitions. 

For project management and task documentation, we use ClickUp as our CRM, especially for maintaining clear timelines and deadlines. This has been particularly important for our Latin American teams, where we've made it a priority to move away from the "ahorita" (meaning "soon-ish") mindset by documenting specific dates and times for deliverables.

What have been the most influential books, podcasts, or other resources?

One book that has deeply impacted me is "Burn Rate" by Andy Dunn. As a founder who has experienced my own mental health journey (I spent about a year and a half of my life in bed in my early 20s in college), Dunn's raw and honest account of building Bonobos while managing bipolar disorder really resonates. His story offers crucial insights into the intersection of entrepreneurship and mental health, showing how success and internal struggles often coexist. The book has helped me understand the importance of listening to my body and prioritizing mental health alongside business growth. I was fortunate to join the Zoom call 2 years ago when Dunn came on for a Q&A with Hampton members!

On the podcast front, I recently found the conversation between Simon Sinek and Brian Chesky on "A Bit of Optimism" particularly enlightening. I resonate with Chesky’s leadership approach of eyes on, hands off to stay close to the details while not getting in the team’s way. I appreciate how they explore the human side of building and scaling companies, which aligns closely with my philosophy at NeoWork of putting people and relationships at the center of business success.

Advice for other entrepreneurs who want to get started or are just starting out?

One of my biggest pieces of advice is to find your circle of peers early - something I was late to do myself. Being a founder is an inherently lonely role, and there are countless day-to-day challenges that friends and family won't fully understand. Programs like Hampton can help you connect with like-minded founders who can help you learn from their expensive mistakes and provide a space to confide about the daily challenges of being a CEO. I’m fortunate to have built a community of entrepreneurs in Medellín, Colombia that includes fellow Hamptonites Rob Hoffman and Santi Jaramillo. What's fascinating is how often you'll find that problems you think are unique to your business have already been solved by founders in completely different industries.

When it comes to building global teams, I've seen too many companies treat overseas talent as replaceable resources rather than valuable team members. This is a massive mistake. The key to success is integration, not isolation. Whether you're working with international team members or local ones, make them feel like true extensions of your internal team. Include them in your Slack channels, your weekly huddles, and your company culture. Share context generously - remote workers often feel isolated and disconnected from the "why" behind their work, so be explicit about how their work impacts other departments and the broader company mission.

Another crucial lesson I've learned is about balancing speed with creativity. Many founders operate constantly from their amygdala - the fear center of the brain - which can drive quick action but leads to burnout. Instead, learn to work from your frontal cortex, where creativity and innovation flourish. This means being intentional about blocking out time during stressful periods to step back and think strategically rather than just reacting. Remember, sustainable growth comes from a place of creativity, not fear.

Finally, don't underestimate the power of cultural understanding in building a successful business. Whether you're operating globally or locally, take the time to understand and respect cultural nuances. For example, for Latin American based teammates, it's often as simple as taking an extra 10 seconds to say "good morning, how are you" before diving into business - those 10 seconds can save you 10 minutes of misunderstandings down the road of them thinking in their head “why didn’t they greet me first?”. In my experience, finding and celebrating cultural connections can create unexpected bridges and strengthen your organization in ways you never anticipated.

Can you share a specific example of how being part of the Hampton community has helped you achieve a goal or tackle a challenge?

The Hampton core group and my local Medellín Hamptonite Rob Hoffman and Santi Jaramillo have been invaluable in navigating some of the most challenging aspects of being a founder. They have helped me through critical hiring and firing decisions that every founder dreads making. What's been particularly valuable is how openly they've shared their own experiences and mistakes - their willingness to be vulnerable about their missteps has helped me avoid making similar costly errors in my own business.

Having this support system of fellow founders has been crucial for making better-informed decisions about growing my team and to avoid the expensive mistakes that often come with scaling a business. This kind of peer support - having founders who are one or two steps ahead of you in their journey and willing to share their battle scars - is exactly what makes the Hampton community so valuable.

Where can we go to learn more?

• Website: neowork.com
• LinkedIn: https://www.linkedin.com/in/joshuaeidelman/
• Founders & Empanadas podcast where I eat comfort food with guests while talking about uncomfortable topics around founder mental health: https://www.youtube.com/@neoworkteam/podcasts