Thesis
Most US–Mexico operating problems are not talent problems, culture problems, or language problems. They are structural: the operating model was never designed for a distributed, cross-border team.
The result is quiet friction. Missed handoffs, escalating decisions, duplicated work, and leaders who cannot explain why a capable team is not executing.
The Problem
Where cross-border teams quietly break.
These breakdowns never announce themselves. They surface as missed deadlines, staff turnover, and leadership frustration that has no obvious cause.
People are unclear who owns outcomes across the border.
Small decisions escalate. Larger ones stall waiting for HQ.
Expectations remain implicit, leaving room for interpretation.
Critical workflows live in people's heads instead of systems.
US and Mexico teams have different assumptions about how work gets done.
Leadership lacks the information needed to manage proactively.
The Framework
The US–Mexico Operations Diagnostic.
A structured assessment across five operating capabilities required to scale a cross-border team.
About
Jeremy Stryer.
Founder, Stryer Operations
Jeremy Stryer has spent his career as a COO, founder, and operator building and managing teams across the US–Mexico border.
His focus is helping US companies understand and improve the systems required to successfully scale operations in Mexico: the ownership, communication, decision-making, and process work that determines whether a team executes or drifts.
He writes and advises for executives who prefer clarity over methodology, and structure over slogans.
Writing
Notes on US–Mexico operations.
Essays on the operating systems behind cross-border teams: how ownership, communication, and decision-making determine whether a team executes.
Contact
Discuss your situation.
A short note about what you are seeing is enough. Replies are personal and typically come within two business days.