Juliana Cabrejo: Bridging Latin America and the Gulf

Juliana Cabrejo , co-founder and CEO of Latinoamérica Business Center, has been recognized as one of the Top 15 Women Leaders in the Middle East, a testament to her dedication and impact in fostering connections between Latin America and the Gulf region. With a background that includes being named among Asia's 100 Women Power Leaders and presenting at Harvard University, Juliana's journey is marked by a series of prestigious recognitions. Inspired by her mother, Cecilia Porras Eraso, president of the Arab Colombian Chamber of Commerce, Juliana left her corporate career to embark on a mission to support Latin American businesses in the UAE. Her entrepreneurial journey has been driven by a vision to bridge the gap between Latin America and the Middle East, creating opportunities for trade, cultural exchange, and business development. Juliana's efforts have led to successful exports of a variety of products, including horse saddles, fruit, coffee, and more. She has also been instrumental in establishing a presence for Colombian and Latin American brands in major UAE retail chains. Her dedication to creating comprehensive support systems for businesses entering the UAE market highlights her commitment to fostering long-term success. In this exclusive interview, Juliana shares her insights on the challenges and triumphs of her journey, the importance of preparation and collaboration, and her vision for the future of Latin American businesses in the Gulf. Join us as we explore the inspiring story of a leader who is making significant strides in international trade and relations. Read the full interview to learn more about Juliana Cabrejo’s impactful work and her vision for the future: Congratulations on being named one of the Top 15 Women Leaders in the Middle East! Can you tell us more about what this award means to you and how it reflects your journey as a leader? I must mention that this is my third recognition in the two and a half years I have been in the United Arab Emirates, highlighting the importance of this journey for me up to now. The first recognition was being among the 100 Asia's Women Power Leaders 2023 in August 2023. Later, in March of this year, I was invited, among 22 women, to Harvard University in the United States of America to celebrate the first symposium in honor of Colombian women, where I had the opportunity to share about my life and why I am in the other side of the world working to support for Latin American people to understand and reach the Middle East Market. Recently during may, I was honored to receive the award as Top 15 Women Leaders of the Middle East in Riyadh, Saudi Arabia. I wanted to highlight the journey around these recognitions because they emphasize our hard work and dedication. Every time my name is mentioned in these settings, followed by my country of origin, Colombia, and the name of my company, Latinoamerica Business Center, which represents a region, I feel deeply proud to be the only Latina present. This recognition fuels my passion and motivates me to continue seeking more opportunities to be visible in this region. It also instills more trust and confidence in the people I interact with regarding my role and work here. What inspired you to establish a company that helps Latin American businesses set up operations in the UAE? Definitely, my mother, Cecilia Porras Eraso, whom I admire most, is the president and founder of the Arab Colombian Chamber of Commerce. For more than 15 years, through her work and dedication, she has captivated more Colombians to focus on the Arab region and has become a reference in this field. She has worked persistently with all involved actors from government and private entities, both there and here, to cooperate and develop channels of understanding in academia, culture, tourism, and commerce. Today, my mother is still the president of both companies and remains the guiding force to follow, being the visionary and role model for all of us. Inspired by her, I felt motivated to resign from my 13-year corporate life in multinational companies while living in Colombia and embark on a new and unknown path, completely changing the course of my life by beginning an entrepreneurial journey and moving to the UAE. With my mother's experience and having accompanied many commercial and academic missions to Arab countries, we began to analyze why, despite so many people coming to the UAE, there is not a significant presence of Latin American products in the market. From that hypothesis, we were able to identify the gaps and start creating an integral model, which today is the LatinoAmerica Business Center. The model allows us to accompany entrepreneurs and companies of all sizes in Latin America to understand the market, prepare for it, learn the business culture, find the correct sales channels, and interact with real buyers, achieving a truly successful long-term experience. Likewise, we dedicated ourselves to creating a presence among the major players in the Middle East, whether potential buyers, government, or private entities, all of whom are involved in the trade process. In your experience, what is the biggest challenge companies from Latin America face when setting up in the UAE? To reach the Middle East market, Latin American companies have several options: they can go through a distributor, maintain a close relationship with the buyer and export directly from the origin, establish a local company, or mix some of these alternatives to manage the business independently. We primarily promote the latter option. All exporters have the potential to manage their own business; they only need guidance and trust in an expert to make it possible. I would start by highlighting the challenges before establishing in the UAE. This phase, for me, is the most critical, as companies need to ask themselves how ready they are and if they are willing to go through a process of learning and understanding. There are also investments to consider. Companies should keep in mind that we are entering a completely new market where our countries may not be well known due to the small presence of the Latin community compared to other regions and nationalities. Our efforts must be stronger to gain a portion of the market, involving time, effort, investments, and coordinated work between private companies and government. It is essential to position an entire country brand rather than individuals working to achieve the same objective. With the LatinoAmerica Business Center, we established a comprehensive process that includes the preparation of commercial materials, price analysis with different Incoterms, competitor studies, sampling for each customer, client selection, and tailoring the correct proposal. It is crucial to understand how the retail and food service industries work here, as it differs from what we are used to. This involves understanding the processes, steps, and timings. After achieving successful sales, we need to work daily with the buyer and their teams, channel marketing, merchandisers, sales teams, and digital marketing to develop those products within their business. Additionally, we cannot forget the external factors we cannot control, such as distance and long transportation times, which pose a higher challenge for short-shelf-life products. Transportation costs will also impact the selling price. These barriers are not impossible to overcome, as countries in the region manage significant exports to Arab countries. It all comes down to preparation, knowledge, and having a representative at the destination who can guide and drive the process while holding face-to-face relations to build trust in the market. The Middle East market is inclined towards personal contact and relationship building before business. Can you share a success story of a Latin American business that you have helped to thrive in the UAE? Our first successful export from Colombia was horse saddles in August 2022, from the brand Mesacé. This brand also made its debut as a Colombian exhibitor at the ADIHEX 2023 fair. Additionally, we have achieved significant fruit exports, and recently, we secured the multinational IFFCO to start importing this product from Colombia for the first time. Furthermore, we have managed to introduce a well-known Colombian coffee brand into the Grandiose supermarket chain, which has over 40 stores in Dubai, Abu Dhabi, and Sharjah, targeting a premium market segment. We are also in the process of integrating a Colombian flower distributor, Once Flowers, based in Abu Dhabi, into the same retail chain. We have been working for months to create dedicated spaces in these stores for our countries, and we hope to soon see Colombia and Peru prominently featured, leading a complete gondola with a variety of products available to regional consumers. Some of the Colombian products we are introducing include chocolate cakes from Productos Ramo, cold brews, sodas, and coffee from Colo Coffee, vegan and spicy sauces with fruits from Alimentos Delcasino, plantain chips from Comestibles Mapy, frozen guacamole from Laticomex, Panela infusions with fruits from Panela Colombia, fruit snacks from Étnico, spreadable fruit mixes from D’lala Candies, plant-based creamers from Noa is Balance, Hatsu tea, and Monterrojo chips, among others. In terms of non-food products, we are showcasing skincare products from Olfabrand. Additionally, the local company in Dubai, Ayllu, is consolidating a wide variety of Peruvian products, including pink salts, chocolate bars, quinoa, corn, chia, coffee, dehydrated fruits with chocolate, nuts, olive oils, and others. We are also in advanced stages of negotiations with other retailers and grocery stores across the UAE, presenting them with the option of including Latin products in their portfolios for the first time. For the Horeca channel, we are working with major distributors to offer products such as frozen avocado from Laticomex, vegan and spicy sauces from Alimentos Delcasino, and plantain chips from Comestibles Mapy. We are also collaborating with manufacturers to incorporate innovative ingredients like passion fruit-based products from the Kymuba brand into their product developments. We have a diverse range of options that are likely to resonate with Middle Eastern residents and consumers' tastes and preferences. Additionally, we are expanding into the fashion sector with a brand of beachwear and swimsuits called NAIONA, which we aim to introduce into boutiques and stores seeking Colombian quality, style, and design. How do you think the business environment in the UAE differs from that in Latin America, and how do you help your clients navigate these differences? First, we must stop thinking that business deals will happen immediately. This market requires patience and persistence. I always tell entrepreneurs that if they want to close a purchase order in their first interaction with a client, this is not their market, unlike other markets that Latin America typically deals with. Furthermore, being physically present is crucial. Meeting over coffee, visiting the client's offices, creating a personal relationship, and building trust are key success factors in this market. Emails, chats, and calls may lose relevance when it comes to closing a deal. Last but not least, It is essential to be present not only before and during the sale but also after. Post-sale activities are equally important. Engaging in joint demand generation activities, investing in digital marketing, receiving feedback, participating in events, and being an exhibitor at international fairs are all fundamental parts of the process. What are some key strategies you use to foster connections and partnerships between Latin American and Gulf countries? We have a significant advantage: the Arab Colombian Chamber of Commerce is well-positioned both in Colombia and Latin America, as well as in the UAE and Arab countries. It has excellent recognition among government and private entities, which has helped us obtain guidance and recommendations for our work under the LatinoAmerica Business Center model. Our first strategy was to identify the biggest players in the market by industry and sales channel. Without fear or hesitation, I started contacting them one by one, mostly via LinkedIn—CEOs, Directors, Managers. If I didn't get a response, I would look for connections in my network who knew them to get an introduction. With them, I have always been authentic and honest, acknowledging that the journey for our Latin products to become prominent is long, potentially challenging, and without much precedent. However, I was confident that with their help, we could achieve it, step by step. Today, I am proud to have mentors and coaches who are market experts and key references. I regularly consult them to redirect our strategy, and they have always supported me, being realistic about the challenges but confident that we must start somewhere, offering all their resources to achieve our goals. Also, since my arrival I has been participating in events and exhibitions. Cold conversations became a daily routine for me. It wasn't easy at first, but over time I improved. It’s still a challenge to approach a stranger with a pitch and ask them to join me in "developing my dream," but 99% of people respond positively and with the intention of supporting and working together to achieve it. And what is my dream? To see gondolas with our countries' names filled with products, to see products on restaurant tables labeled "Made in Colombia," "Made in Peru," etc., in buffets or hotel rooms, or in airport lounges. To see Latin ingredients in dishes or numerous national day celebrations in retailers with our flags, music, and flavors, just like many other countries do. Another strategy we developed to engage potential buyers was creating an integrated system where all parts of the value chain were covered. We prepared suppliers, operations and logistics at origin and destination partners, reviewed value chains, prepared commercial materials, provided on-site samples, storage companies, distribution, local sales product registration, among others. This way, for any question or objection in the process, we at least had an idea of how to solve it. Finally, as our value proposition, we are offering the buyer to be the first point of contact. Being under our umbrella, we offer a complete portfolio of products and sectors, facilitating communication and their understanding of our region. Having only one person to talk to and to develop the business is likely appreciated by them. How do you stay updated with the latest trends and opportunities in both Latin America and the Gulf region? Normally, because I am visiting various potential clients in my day-to-day activities, we spend 80% of our time discussing different topics such as the market, trends, experiences, and stories, and only 20% of the time focused entirely on discussing a particular business. This approach allows me to gather a lot of information that helps me understand where the market is headed. I am also actively participating in the most important events, forums, and exhibitions to connect with the real market and engage with the most influential people in the industry. Just two weeks ago, I was invited to participate in the Food Business Forum 2024, where leaders in retail and food service were present throughout the whole day, participating in discussions and debates around different areas. I am working very closely with those I consider can provide me with more knowledge and support, whom I truly admire, and from whom I want to learn. Reading news, reports, and analyzing exports and imports from our region to the GCC countries by HS Code provides me with a comprehensive view, which continuously improves my pitch and approach to selling our region. As a Colombian living in Dubai, how has your personal and professional experience shaped your approach to business and leadership? I have always strived to achieve my dreams. I received a scholarship throughout university in Colombia, thanks to Universidad de la Sabana, because I wanted to study there and pursue that career, and I did it. Then I had the privilege of a professional journey in major multinational companies such as IBM, Microsoft, Samsung, and Honeywell. In these companies, I held leadership, strategy, and business development positions, which provided me with the training and foundation to start my new life project as an entrepreneur with excellent mentors. My family has always supported and trusted in my abilities, encouraging me to keep going despite challenges that sometimes seem insurmountable. I believe this is deeply rooted in our culture—the familial unity and unconditional support of those around us, much like it is in Arab culture. Also, what I feel contributes in a hugely positive way is being a Latina woman living alone far from my family, in pursuit of a dream that impacts not only myself but also many families. This brings out empathy and a desire to help me from the people on this side of the world. They admire what we are doing and believe it is a viable path to conquer this market. When I talk about our origins and share the story of our company, which started as an initiative from a company my mother founded, the conversation becomes much more personal and intimate. They admire her work and appreciate that we are now a team. Generally, the conversation begins with, “Where is mama?” highlighting that visionary woman who dreamed for so long that Colombia would hold an important place in relations with Arab countries and who today has a daughter pursuing the same vision. What advice would you give to Latin American entrepreneurs considering expanding their operations to the UAE? The time is now. External conditions are becoming increasingly favorable: the signing of CEPA agreements with various Latin American countries, the arrival of Emirates airline in Colombia, the establishment of new diplomatic embassies, the focus on Latin America as a food pantry, growing investments, the presence of tourism, and the attraction to our culture. These are all signs of mutual interest in working together. My most important advice would be to prepare ourselves. Let’s avoid haste and do the necessary groundwork, as rewards will surely come in time. Let’s unite as a region to be strong and make a difference together. Individually, we may reach our goals, but the journey will likely be longer and more difficult. If we manage to unite and create a positive impact as a community, leveraging all the competitive advantages our countries possess—lands, seas, climates, diversity, innovation, talent, and people—the path will be easier for everyone. Let’s highlight the positive impact and take advantage of the experience of those who already know the market and the companies that have already entered it. Let’s remember that the actions of one can affect the outcomes of many. If we want to achieve lasting presence in the market, we must work together and cooperate with all the actors in society. Looking ahead, what are your goals and vision for your company in the next few years, especially in terms of further strengthening ties between Latin America and the Gulf countries? The UAE is recognized for being a hub of commerce, operations, logistics, and relationships. This is why we decided to establish our office in this country. As I have mentioned, this needs to be a process taken step by step. We aim to learn as much as possible from this market, which is highly competitive and diverse, so we can continue expanding to other GCC countries with the same entry strategy, offering a diverse portfolio of Latin American products and acting as the "representative" to build conversations and develop business. If we succeed in the UAE, the visibility for the rest of the GCC region will multiply. Similarly, we have business partners who reach other regions such as Southeast Asia and North Africa, with whom we are slowly understanding the possibilities, new challenges, and opportunities that open up for our products. What other projects, besides Latinoamérica Business Center, are you involved in? We continue to be leaders in the development of commercial and academic missions. Indeed, last Sunday, a group of 20 tourism guidance apprentices from the Colombian national government entity SENA (Servicio Nacional de Aprendizaje) returned to Colombia with millions of learnings and new experiences. We hope these experiences will change their perspectives and contribute to their personal development, as well as to their communities and families. They experienced a high-level agenda, which included an academic and theoretical component through local institutions like Dubai College Tourism, experiential learning by being hosted by managers of hotels such as Emirates Palace and Palazzo Versace, food companies like IFFCO, and a cultural component to offer them an immersive, integral experience. We will receive more groups visiting the UAE throughout the year, from different industries, under the framework of a signed partnership between the Arab Colombian Chamber of Commerce and SENA. Together, we are generating programs that will have a real impact in Colombia. On the other hand, we are developing some similar projects around cultural exchange, fashion, and entrepreneurship in technology, in partnership with UAE local universities and government entities. Through knowledge, experience, and exposure to international events, we aim to offer learning tools, contacts, and connections with this market. Also, on a personal level, I am forming an alliance to bring to the Middle East an event series that has a huge impact in Latin America. This series focuses on highlighting voices and exchanging knowledge and experiences of Latin women involved in the gaming, filming, digital creative, and tech and communications industries, through conferences, workshops, and networking. In conclusion, there are many more projects on the horizon, all with the same purpose: to support growth and actively cooperate to bring positive impact to society. (C) Latin&Gulf 2024.-

Juliana Cabrejo: Bridging Latin America and the Gulf

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William Reuben Soto , President Dubai-Costa Rica Business Council

Dubai Chamber of Commerce launches Mexican Business Council to boost bilateral trade & investment.

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