When I first set foot in Brazil, I did not simply arrive in a new country; I entered the largest innovation hub in Latin America and one of the world’s eleven largest economies. And almost instantly, Brazil opened up to Recoal. What I found there was not just a potential market, but connections aligned with our objective to accelerate the transition to net zero through scalable and durable solutions. In Recoal’s case, this takes the form of processing biomass into stable hydrochar and storing it underground. Simple in words, complex in practice.

Let’s be clear: achieving net zero is no small task. It requires long-term thinking, technological innovation, and, above all, solutions that can scale. Carbon dioxide removal (CDR) is still a developing field, and not every approach is viable at the pace the climate challenge demands. 

This is precisely where Brazil comes into the picture. With its abundance of biomass, the country holds enormous potential for CDR. The resources are there. The ecosystem is there. And increasingly, the conversations are happening at the right level, among the right actors. In this context, Brazil becomes a decisive player in the global transition to net zero.

Still, let the first stone be cast by the startup founder who has never stared at a promising opportunity and wondered whether it truly made sense for their company. The potential may be obvious, the market attractive, but the real question remains the same: does this opportunity make sense for the startup? Does it make sense right now? Which opportunities are real, and which obstacles are being underestimated?

Expanding abroad is rarely a linear decision

In my role as co-founder, my objective is to lead the company toward new horizons, a process that inevitably means immersing myself and exploring unfamiliar markets. The challenge is not only deciding where to go, but understanding how to do it and who to talk to along the way. After all, entering a new market goes far beyond intuition; it is about confronting ambition with reality. And as the list of questions kept growing, it became clear that it was time to seek answers, preferably in the right places.

That was when we decided to take part in the Startup Camps, more specifically, the Market Validation Camp in São Paulo. Thanks to a well-structured program, I was able to focus precisely on testing assumptions, understanding the local business landscape, and quickly immersing myself in Brazil’s innovation culture. More than market insights, the camp offered something essential for anyone looking to expand abroad: access to connections that are difficult to build from a distance.

If you are an entrepreneur considering engaging with the Brazilian market, here is one piece of advice: do not underestimate the impact that building relationships can have on the success of your internationalization. Some of the most striking moments during the Camp were surprisingly simple. Someone knew someone else. An introduction was made. A door opened. And when those connections turned into real conversations and concrete opportunities, it became clear just how valuable personal networks are. Best of all, Brazilian culture makes this process remarkably natural. Networking is not forced, nor confined to formal settings. On the contrary, it is easy, fluid and enjoyable.

Of course, there are differences in how networking happens locally, and that’s what makes the exchange interesting. Many times, I had the impression that the most important connections emerged outside the meeting room rather than inside it. My business conversations often began with everyday topics such as life, interests, and ideas, even before talking about work. Far from being a distraction, this relational approach helped me realize that trust usually comes first, and that business tends to follow once that trust is established. This leads to a simple conclusion: engage in the conversation. And be ready to listen to people.

“The Camp helped identify concrete paths for international expansion, whether through production, research or a longer-term presence in Brazil.”

One of Recoal’s main challenges today is expanding beyond national borders. This expansion is closely tied to the availability of wet biomass, which makes identifying suitable locations a central strategic question for our company. And I was positively surprised by the results of the Camp after just two weeks. In our case, the program played an important role in identifying potential partners for an initial production phase in the country, as well as for a possible Brazil–Switzerland research project. Time very well invested.

Looking back, the main takeaway from this experience was the clarity it brought to Recoal’s trajectory. The Camp helped identify concrete paths for international expansion, whether through production, research or a longer-term presence in Brazil. Just as importantly, it confirmed an essential lesson about one of the many ways business is done on the ground, showing that relationships are not peripheral to formal frameworks. The overall outcome is very positive, and we are excited about turning these exchanges into concrete projects.

Finally, a note that deserves to be mentioned: I was very positively surprised by the quality of Brazilian food. Not only the classics, but the indescribable variety. Unexpected, generous and seriously impressive. So if you are invited to a business lunch during your time in Brazil, say yes. You will not regret it.