Expanding a business beyond national borders is, for many entrepreneurs, a natural step towards growth. However, internationalization requires more than ambition or a competitive product. ‘The biggest mistake is to believe that just translating the website and opening a CNPJ overseas is enough,’ says Thiago Oliveira, CEO of Saygo, a Brazilian holding company with over 23 years of experience in foreign trade and exchange services.
According to him, the lack of planning and understanding of risks can compromise not only the international operation but also the business in Brazil.
Brazilian companies that enter the global market face obstacles such as legislative differences, customs requirements, tariff barriers, and cultural adaptation. According to a survey by the National Confederation of Industry (CNI), 64% of companies that attempted to export in 2024 encountered difficulties with sanitary rules and taxes in foreign markets. In addition, 57% reported exchange barriers as one of the main bottlenecks.
‘Global growth only occurs sustainably when there is strategic clarity,’ says Oliveira. He points out that the process begins with adapting the product or service to the target market — from technical specifications to packaging and communication with the consumer. ‘The same solution that performs well in Brazil can fail abroad if it is not tailored to the local audience,’ he explains.
Another critical point is financial planning. Without a well-structured exchange rate policy, companies are exposed to the volatility of the dollar and other strong currencies. “We see companies with operational profit eroded by exchange losses that could be avoided with good management,” reports the CEO of Saygo. According to him, instruments such as hedging, accounts in foreign currency, and the Drawback regime, which allows tax exemption for exporters, are fundamental tools in this context.
However, the challenge of expansion is not limited to operations. The journey is also influenced by the entrepreneur’s ability to build strategic alliances. Oliveira argues that partnerships with local distributors, logistics hubs, and international accelerators are key to reducing risks and gaining speed. “Internationalizing is a team sport. Those who try to do everything alone usually fail,” he concludes.
Saygo, which currently assists more than three thousand companies in Brazil and abroad, has observed a growing movement of entrepreneurs seeking markets such as Canada, Europe, and Southeast Asia as alternatives to the United States, amid new tariffs and trade uncertainties. “Diversifying destinations and entry channels is an irreversible trend. But it requires technical, legal, and cultural preparation,” he emphasizes.
The story of Thiago Oliveira, who started his journey as a delivery driver and now leads an ecosystem with operations in exchange, technology, and social impact, reinforces the idea that scaling is different from growing. “The difference between a good idea and an impactful business lies in execution. And when it comes to scaling outside the country, this execution needs to be even more disciplined and strategic,” he concludes.
