Brazilian agribusiness already leads in production, but it still needs to position itself as a protagonist in capturing international value.

Being present at Agrishow 2026 means understanding, with precision, where Brazil truly stands on the international stage and, above all, where it can still go.

Brazilian agribusiness is no longer an emerging promise. It is a consolidated asset at the center of global decision-making.

This perspective is not created domestically. It is reinforced by analyses from publications such as Financial Times, Bloomberg, and The Economist, which position Brazil as one of the few countries with a real capacity to expand production at scale and sustain global food security.

The data supports this leadership.

Brazil accounts for approximately half of global soybean exports. It leads the international market for beef and poultry protein. It maintains a dominant position in sugar and continues expanding its relevance in corn and cotton. At the same time, the country advances in higher value-added chains, following a global demand increasingly driven by quality, traceability, and sustainability.

Within this context, products such as açaí are no longer regional products. They have become symbols of a new frontier in Brazilian agribusiness, one that connects identity, value, and international markets.

The growing demand for functional and healthy foods has positioned açaí as one of the most recognized Brazilian products abroad, especially in the United States and Europe. Even so, most of this potential remains poorly structured.

And this is exactly where the difference between producing and capturing value lies.

GLOBAL PRODUCTION SCALE AND INTERNATIONAL EXPANSION OPPORTUNITY

Global agribusiness has entered a new phase.

Producing at scale is no longer enough.
It is necessary to operate under international standards.

The global market is no longer an opportunity. It has become a competitive requirement.

International investors, funds, and strategic groups are directing capital to Brazil with a clear rationale: access to production with organizational capacity.

Because what is at stake is not only volume.

It is predictability.
It is governance.
It is structure.

In practice, this means that producers operating exclusively in the domestic market remain exposed to volatility. Meanwhile, those who structure their operations for export gain access to new levels of margin, stability, and growth.

And there is one critical point still underestimated by a large part of Brazilian producers:

Certification is not a cost.
It is direct access to the world’s most valuable markets.

To serve markets such as Europe and the United States, producing well is not enough. It is necessary to demonstrate compliance with rigorous international standards.

In Europe, certifications such as GlobalG.A.P. are widely required, ensuring good agricultural practices, traceability, and food safety. In addition, sustainability requirements, including ESG criteria and strict environmental regulations, are becoming increasingly important in international negotiations.

In the United States, compliance with Food and Drug Administration regulations is essential, especially under the Food Safety Modernization Act, which requires preventive controls, traceability, and high food safety standards.

Other strategic certifications such as HACCP and ISO 22000 reinforce operational credibility and expand access to more demanding markets.

Without these adjustments, products face trade barriers, lose competitiveness, or simply do not enter the market.

Producers who anticipate and structure their operations based on these requirements do not just export. They negotiate better, access premium markets, and reduce commercial risks.

Exports do not begin with the sale.

They begin with preparation.

FEMALE LEADERSHIP AND STRATEGIC VISION IN HIGH-PERFORMANCE AGRIBUSINESS

One of the most relevant movements observed at Agrishow was the consolidation of a new leadership within Brazilian agribusiness.

Female presence has moved from peripheral to strategic.

Women are leading operations, making investment decisions, structuring businesses, and driving internationalization processes.

This does not represent only diversity.

It represents evolution.

Female leadership in agribusiness has contributed to a more integrated approach, focused on management, governance, and long-term vision, precisely the pillars required by the international market.

The agribusiness sector that grows today is not simply the most productive.

It is the best structured.
It is the best positioned.
It is the one that understands that agriculture is no longer only about production. It is about strategy.

Brazil already occupies a central position in global agribusiness.

But in many cases, it still operates below its own potential.

There is a clear gap between what the country produces and the value it effectively captures in the international market.

And this gap will not be reduced through more production.

It will be reduced through more structure.

The world has already made its decision.

Brazil is an essential part of the solution.

Now the decision becomes individual.

Are you prepared to meet international standards, or are you still producing only for the local market?

Priscila Campos
CEO of Grupo International
Specialist in structuring foreign companies in Brazil
Legal representative for international investors