Internationalization

214 million people. 108 million in the labour force. R$ 8.6 trillion in consumer spending power.

Full advisory for Latin American and global companies evaluating, entering or already operating in Brazil.

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IPC Maps 2026 · IBGE, PNAD Contínua Feb–Apr 2026
The crossing

Full support across the crossing

From the decision to enter through to the operation generating revenue.

  1. Brazil is the largest market in Mercosur — and the one least tolerant of an entry playbook copied from the rest of the region. Collateral, contracts, channel and sales team have to be rebuilt, not adapted.
  2. For Chilean companies, Brazil is no longer just another market. It is their single largest destination worldwide. US$ 37.9 billion invested — 28% of everything Chile deploys abroad — with more than 130 Chilean companies and around 260 projects on the ground.
  3. Classes A and B are a quarter of Brazilian households, with income between US$ 1,360 and US$ 5,190 per month — and account for 55.9% of all consumption in the country.
  4. The Southeast — São Paulo, Rio de Janeiro, Minas Gerais and Espírito Santo — alone accounts for 48.1% of national consumption. Which turns fragmentation from a problem into an entry strategy.
  5. Sector licensing sets your timetable, not your plan. ANVISA, MAPA, INMETRO, import authorisation: the regulatory clock is the project’s real clock.
PROOF

Who has already made the crossing

  1. US$ 4.6 bn Chile · Pulp
    The two largest pulp mills in the world are being built in Brazil — by Chilean companies. Arauco is investing US$ 4.6 billion in Mato Grosso do Sul. CMPC is investing R$ 24 billion in Rio Grande do Sul.
  2. 83.1% Argentina · Steel
    Brazil's largest steelmaker is now controlled by an Argentine group. Ternium, part of the Techint group, took 83.1% of Usiminas' control block in February 2026.
  3. R$ 10 bn Chile · Retail
    A Chilean supermarket chain generates R$ 10 billion a year in Brazil. Cencosud runs 166 stores and acquired São Paulo-based St. Marche in June 2026. It entered the country in 2007.

Where the Latin American presence is concentrated: pulp and forestry · food retail · steel · energy and transmission · services and IT · food and beverage · technology.

Scale

Where Brazil leads the world

No.1 plastic surgery market in the world — 2.3 million procedures a year
No.2 fragrance market on the planet
No.2 WhatsApp market in the world
88% of electricity from renewable sources — around 3× the global average

Brazil is not big in one thing. It is big in many — and almost always where outsiders do not expect it.

WHAT WE DO

Where we come in

  1. Choosing the point of entry Which region to start from. Brazil is not one market — it is several, with different tax regimes, channels and purchasing power.
  2. Entry model Distribution, joint venture, greenfield or acquisition. The choice matters more than the execution, and it is the decision most companies make by inertia.
  3. Corporate and tax structuring Holding and operating entities, regime selection, profit repatriation, transfer pricing and the mapping of tax and labour exposures.
  4. Sector registrations and licences Managing the process with ANVISA, MAPA, INMETRO, ANATEL and import authorisation — plus the plan to keep the operation moving while the licence is pending.
  5. Local hiring models CLT employment, contractors, outsourcing, employer of record and a dedicated executive. Each model has a different trade-off in cost, risk and speed.
  6. Local partner, distributor and ally Search, diligence and deal design. The right partner delivers channel, licence and relationships that no amount of capital buys on its own.
  7. Go-to-market and first revenue Adapted value proposition, pricing for local purchasing power, channel and first commercial team — through to the operation actually generating revenue.
  8. Governance of the Brazilian operation What headquarters measures, who is accountable, the board or committee cadence, and the triggers to accelerate, correct course or exit.

We work alongside the decision-makers, coordinating the local specialists on each front — without taking over the operation.

ROUTES

Four routes. The choice matters more than the execution.

Route When it makes sense Time to first revenue Dominant risk
Distribution and representation Testing demand with minimal capital Short Loss of control over brand and customer
Joint venture A local asset is essential — channel, licence, relationships Medium Partner selection and governance design
Greenfield A replicable model and a long horizon Long Cost of structure before revenue
Acquisition Time is worth more than capital; market position can be bought Immediate Valuation, hidden liabilities and integration

Arrange a conversation with our partners

Thirty minutes to understand where you stand, the market you are looking at and whether it makes sense to move forward. If it does not, we will say so.

Arrange a conversation with our partners

How can we help you?

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