Expansion means building an operation

A Brazilian company looking at the United States has several possible objectives: reaching new customers, moving closer to suppliers, acquiring an existing operation or establishing a commercial presence. My assessment begins with one question: what tangible advantage would this move create? The answer should be visible in the product, customer experience, distribution or operating capability. It guides the choice of market and the amount of capital worth committing.

The economic relationship between the two countries is already substantial. USTR estimates bilateral trade in goods and services at approximately US$135.7 billion in 2025. That figure describes established commercial relationships; an individual company’s opportunity depends on its segment, competition and entry conditions. Tariffs, exchange rates, logistics and industry requirements belong in the assessment.

Brazilian business presence also takes the form of productive investment. SelectUSA’s fact sheet, drawing on BEA data, reports US$37.9 billion in Brazilian foreign direct investment stock in the United States in 2024, measured by ultimate beneficial owner. This represents accumulated business investment, a different measure from funds arriving within a single year.

Florida as a point of connection

Florida deserves its own assessment. In 2025, it exported US$79.1 billion in goods, with Brazil its largest destination market. Transportation equipment, technology, chemicals and machinery feature among its leading export categories. Its business base extends beyond the activities most immediately visible to visitors.

In my view, many Brazilians’ familiarity with the state can help establish initial connections. A business decision requires another layer: where customers are, who makes purchasing decisions, how the service will be delivered and which professionals will operate it. A presence in Miami, Orlando or another region should answer those questions. Dubai connections can add another international dimension when there is a defined commercial reason.

Three routes into a market

Starting a company allows its owner to design the product, team and processes from the beginning. Acquiring a business may bring customers, contracts and employees, together with obligations that need examination. A franchise provides a defined model and support, alongside fees, operating standards and contractual limits. The SBA considers these differences central to choosing a route.

The entry price is one part of the project. Working capital, staffing costs, commercial adaptation and the owner’s time need to fit within the budget. Financing may form part of the structure where eligibility and terms support it; approval should not be assumed.

Someone who also holds nationality of an eligible treaty country, such as Portugal, can assess the E-2 category with an attorney. The capital committed must be substantial relative to the cost and proposed operation of the business; there is no universal minimum. This proportionality allows projects of different sizes to be assessed alongside a credible plan and execution.

This is where I see value in specialized coordination: bringing together the commercial thesis, financial assessment, legal review and execution plan, with clear responsibilities. Through Trinity, that coordination connects the parts of a project with the professionals required. The next step is to identify an operation that fits your objective, availability and intended capital commitment.