American companies repeatedly make the same five mistakes when hiring commercial leadership for Mexico. They confuse Spanish fluency with cultural fluency, import U.S. pace expectations, underestimate regional variation, prioritize corporate visibility over local presence, and assume their commercial model will transfer. The root cause is consistent: they treat the role as a process deployment when it's actually a relationship asset business. The CCOs who succeed in Mexico aren't just commercially capable. They're calibrated for both worlds.