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 believing that just translating the website and opening a CNPJ abroad is enough," he says.Thiago Oliveira, CEO yesSaygoBrazilian holding company with over 23 years of experience in foreign trade and currency exchange services.
According to him, the lack of planning and understanding of risks can jeopardize not only the international operation but also the business itself in Brazil.
Brazilian companies entering 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 faced difficulties with sanitary regulations and taxes in foreign markets. Furthermore, 57% reported foreign exchange barriers as one of the main bottlenecks.
"Global growth only happens 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 may fail abroad if it is not adapted 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 operating profit eroded by exchange losses that could be avoided with good management," reports the CEO of Saygo. According to him, instruments such as hedging, foreign currency accounts, 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 the operation. 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 differentiators to reduce risks and gain speed. "Internationalizing is a team sport. Those who try to do everything alone usually break," he summarizes.
Saygo, which currently advises more than three thousand companies in Brazil and abroad, has observed a growing trend of entrepreneurs seeking markets such as Canada, Europe, and Southeast Asia as alternatives to the United States, due to new tariffs and trade uncertainties. "The diversification of destinations and entry channels is an irreversible trend. But it requires technical, legal, and cultural preparation," he/she/they highlights.
The story of Thiago Oliveira, who started his journey as a delivery person and now leads an ecosystem with operations in currency 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 abroad, this execution needs to be even more disciplined and strategic," he concludes.
