The Workforce You Want Is Already in the USA: Inside Clay Martin’s Approach to Recruiting from Puerto Rico

What if the answer to America’s workforce shortage isn’t overseas—but already within the United States? 

On Manufacturing Insiders, Clay Martin, founder of Isla Talent, shared how his journey from the Peace Corps to entrepreneurship led him to an unconventional workforce solution: recruiting U.S. citizens from Puerto Rico for mainland employers. 

The conversation went beyond simply hiring workers. It explored retention, H-2B challenges, housing, transportation, language barriers, company culture and the business ethics behind building a workforce that lasts.

From the Peace Corps to Isla Talent 

Clay’s recruiting philosophy began long before he founded Isla Talent. 

Originally from Cincinnati, his passion for Spanish eventually led him to the Peace Corps, where he spent four years in Ecuador and Panama working alongside indigenous communities on reforestation, gardening and community tourism projects. 

The experience taught him about creativity, failure, patience and human relationships—lessons he believes helped shape him as an entrepreneur. 

Mentorship also became important to Clay. He spent years mentoring a young man in Cincinnati and maintained that relationship even after moving to Denver. 

That same mentality carries into his business today. Clay often stays connected with recruits long after they're hired, hearing about their new jobs, savings goals, families and plans for the future. 

For Clay, recruiting is ultimately a people business. 

A Different Alternative to H-2B 

Clay acknowledges that the H-2B program can work, but employers may face legal expenses, lottery systems and uncertain arrival dates. 

His advice is not to rely on a single talent pipeline. 

Recruiting from Puerto Rico provides an interesting alternative because Puerto Ricans are U.S. citizens, eliminating many of the visa complications involved with recruiting internationally. 

And this isn't about finding cheaper workers. 

Clay emphasizes that recruits should receive fair, locally competitive wages. The potential business savings come from improving retention and reducing the constant cycle of advertising, hiring and replacing employees. 

Hiring Is Only the Beginning 

According to Clay, successful relocation recruitment requires employers to think beyond the job itself. Housing and transportation are essential. 

Companies need to help recruits secure appropriate housing and ensure they can travel to work, grocery stores and other necessities. Job offers should clearly explain wages, overtime, schedules, housing costs and workplace expectations before anyone relocates. 

Clay handles recruiting, interviews, resumes and background checks and even asks employers for photographs of their facilities so candidates can see the environment they're moving into. 

Once candidates are selected, he helps coordinate travel logistics while employers purchase their flights from Puerto Rico. 

What About the Language Barrier? 

Employers frequently worry about not having Spanish-speaking managers. 

Clay says it can still work. 

Businesses can use translation apps, prepare translated training materials, bring in local Spanish-speaking support or rely on bilingual members of larger recruited groups. 

Many workers also understand more English than they initially feel confident speaking and improve once immersed in the language. 

The solution isn't necessarily having a completely bilingual workplace. It's being prepared to communicate. 

Business Ethics and Retention Go Hand in Hand 

One of Clay's strongest messages throughout the interview is simple: 

Treat people well. 

Clay evaluates potential employers just as employers evaluate candidates. He has even walked away from prospective clients when their attitude toward employees didn't align with his values. 

Workers relocating from Puerto Rico are leaving their homes, families and communities. Employers who recognize that human side—and approach challenges with patience, flexibility and respect—have a better chance of retaining people. 

When Six Workers Became Something Bigger 

Clay shared the story of a Cleveland employer that recruited six workers. 

The beginning was difficult. Two employees were fired and another quit. 

Instead of abandoning the strategy, the employer asked what could be improved. 

Clay brought in replacements, the company remained patient, and months later six recruited employees were still successfully working there. 

The impact went further. One worker began planning to relocate his wife and children, while another considered returning and eventually bringing his family. 

It's a powerful example of how a talent pipeline can become part of a community when employers get the human side of hiring right. 

From Four Workers to 100 

Clay generally works with employers recruiting at least four people and has handled projects involving as many as 100 employees. 

Potential roles include production workers, machine operators, mechanics, maintenance professionals, HVAC workers, electricians and other skilled trades. Puerto Rico's pharmaceutical and food-and-beverage manufacturing industries also provide workers with transferable experience. 

Beyond manufacturing, Isla Talent recruits for industries including hospitality, landscaping, construction and healthcare. 

Some recruits prefer seasonal work—often approximately March through November—while others are interested in year-round opportunities. 

And unlike a traditional staffing agency, Clay describes Isla Talent as a direct-hire recruiter, using a one time placement fee per worker rather than continually taking a portion of an employee's hourly wage. 

The Workforce You Want May Already Be Here 

Clay's interview highlights something bigger than simply recruiting from Puerto Rico. 

Successful hiring requires the right talent pipelines, competitive pay, clear expectations, housing,transportation, communication and company culture. 

Technology and hiring practices will continue to evolve, but one principle remains remarkably simple: 

People stay where they feel respected, supported and valued. 

For businesses struggling to find reliable employees, the workforce they need may already be in the USA. The real question is: are you creating a workplace worth relocating for?