Julio Tigua’s career has been built around the sea, the seafood industry and a deep understanding of what it takes to compete in international markets. A fisheries biologist by training, Tigua began his professional journey in Ecuador more than two decades ago, gaining hands-on experience in seafood processing before taking on increasingly senior roles in companies such as Real and StarKist. His career later took him to Costa Rica and Mexico, experiences that broadened his perspective on production, quality and international business.
Today, Tigua is the General Manager of Envasur, an Ecuadorian company specializing in canned seafood, with operations in Santa Elena and administrative headquarters in Manta. Under his leadership, the company has expanded its portfolio, invested in infrastructure and technology, and developed an international presence across Latin America, Europe and the Middle East. Envasur currently exports to multiple international markets and has established its own brand, Tunnis, as part of its global growth strategy.
That international vision brought Tigua to Dubai in 2025 as part of a business mission organized to connect Ecuadorian companies with opportunities in the UAE. Within months, Envasur completed the export of 6,600 boxes of Tunnis tuna to the Emirates, marking an important step in bringing Ecuadorian seafood to the Gulf.
Now, with Ecuadorian seafood already on the shelves in Dubai, Tigua sees the UAE not simply as another destination, but as a strategic platform for international growth.
In this exclusive conversation with LatinGulf.ae, Julio Tigua discusses his journey, the evolution of Envasur, the experience of entering the UAE market, and the opportunities he sees for Ecuadorian companies looking to expand into Dubai and the wider Gulf region.
How did the idea come about of deciding to send the product I have to the United Arab Emirates?
This process actually began with a conversation through ProEcuador, through the national government. In April of last year, 2025, the President established a trade mission.
We were invited from Ecuador because we have a very strong reputation for credibility and for doing things well. As part of that invitation, Karla Villavicencio, our Commercial Manager, participated in the process and in the trade activities organized by our government.
Fortunately, we were able to establish an important connection that could help us open up new business opportunities. There were several meetings and several interested parties. There were people who, in one way or another, showed interest in Ecuadorian tuna. Today, we are highly sought after in Europe, and I believe this is also helping to establish an international reputation for Ecuadorian tuna.
This process actually began with a conversation through ProEcuador, through the national government. In April of last year, 2025, the President established a trade mission.
After that, Karla used her contacts, and when we returned to Ecuador, the process moved quite quickly. They liked our Tunnis brand, which has been in the market for two years and is also present in some other countries. Communication began, followed by the acceptance of the pro forma invoice and the proposal.
Then came the negotiation, during which we defined the criteria, the price, and the type of product.
After that, the negotiation was closed. For me, when Karla, during our internal follow-up and management meetings, told me that she had actually closed the deal, I was, in a way, incredulous.
Not because of the capacity we might have had to do it, but rather because it had happened so quickly. Then, when she showed me a label already printed in Arabic, it was almost unbelievable. At that moment, I never imagined that we would be able to have our brand in a first-world country. It was really something very interesting.
What is your perception, from a business perspective, of coming here with the President and with an Ecuadorian government authority as part of this delegation?
For us, it was key—absolutely crucial. At that moment, President Daniel Noboa, through his vision, was seeking to promote the opening and establishment of an embassy. So, for us, it was crucial because we would have an appropriate representative here. And above all, our friend Felipe Ribadeneira, a person with an excellent reputation and someone who truly loves his country and wants to see it grow.
I believe he was the best candidate President Noboa could have chosen to be in this first-world country. So, it was key and crucial, without a doubt. It was what really set the stage for this important step of positioning Ecuador in the United Arab Emirates. I greatly value that decision made by the government.
Question for Karla: What was the main barrier to entry? What was the most difficult part—and what was the easiest part—of the negotiation you carried out here in the United Arab Emirates, given that you came during that first visit?
Absolutely. Let me tell you, this experience has been incredibly rewarding, both professionally and personally. I had the opportunity to visit the United Arab Emirates, specifically Abu Dhabi, as part of this very important trade mission, which opened doors for us and created new opportunities in this first-world country.
As Julio mentioned, before this, it seemed almost impossible to reach a market like this. So, this trade mission really helped us open several doors, explore different opportunities and ideas, and establish a number of contacts. From there, you begin to filter those contacts and, over time, move forward with the negotiations.
Throughout this process, you have to analyze and evaluate several factors with potential clients—their seriousness, their level of distribution, and the reach they have within this market. That was particularly important for us because we wanted to achieve mass distribution here in the United Arab Emirates.
Fortunately, we achieved that in record time. We closed the deal and, within just two months, took the step toward exporting three 40-foot containers.
We are very proud to have Tunis here in the United Arab Emirates. As we have traveled through the different points of sale, the product has performed extremely well. We have received an excellent reception and very positive feedback from the people who market the product and from the owners of these retail outlets.
That is very rewarding for us as a company because it reflects who we are: quality.
And regarding your question about adapting to the local culture—yes, we had no problem with that.
As a matter of fact, we obtained Halal certification, which is very important for entering this market and reaching all those consumers who purchase Halal products. So, our entire range and all of our products are Halal-certified, and that has been a very important step in establishing ourselves in this market.
Earlier this year, Tunnis successfully completed its first operation in the United Arab Emirates. What did this milestone mean for the company’s international strategy?
The completion of our first export to the United Arab Emirates — involving the shipment of three 40-foot containers containing 6,600 boxes of Tunnis tuna — represented a transformative milestone and a direct validation of the competitiveness of Ecuador’s export offering in first-tier international markets.
For Envasur, this achievement demonstrated the effectiveness of collaboration between the private sector and government-led trade missions promoted by the Ecuadorian Government.
Beyond the initial commercial volume, the operation represented an opportunity to overcome geographical and cultural barriers by labeling and certifying our entire offering under the strictest Halal standards. This demonstrated the company’s operational flexibility and positioned Tunnis as a global player capable of successfully competing in highly demanding markets.
What specific opportunities does Tunnis currently see in the UAE market and, from there, in other Gulf markets?
We see a dynamic market with a combined population of more than 100 million people across the Gulf region, including key markets such as Saudi Arabia, Qatar and Oman, where canned tuna consumption is deeply established in households.
Specifically in the UAE, the opportunity lies in positioning the premium quality of Ecuadorian tuna against traditional competitors from Southeast Asia, particularly Thailand. While Asian competitors dominate in terms of volume, Tunnis offers a value proposition based on higher processing standards, freshness, traceability and the quality attributes associated with tuna sourced from the Pacific. This enables us to target market segments that prioritize product excellence over commodity pricing.
What characteristics of Gulf consumers have you found most interesting or different compared with other markets where Tunnis already has a presence?
Gulf consumers stand out for their high level of expectations regarding certifications, presentation and brand credibility. Unlike markets where our brand is already established, receptiveness in the UAE is closely linked to strict quality guarantees, with Halal certification being an essential requirement and an important standard of trust.
We have also observed an extremely well-informed retail and distribution sector that rigorously evaluates product performance on the shelf. The positive response and rapid sales rotation at points of sale in Dubai confirm that local consumers appreciate the organoleptic qualities and texture of Ecuadorian tuna. They are also receptive to emerging international brands, provided they deliver on their value proposition and offer appropriate packaging, including Arabic labeling.
Is Tunnis considering establishing a permanent presence in the UAE — for example, through local partners, distribution, offices or new operations — and using the country as a regional platform?
Absolutely. From the very beginning of this project, we have not viewed the United Arab Emirates simply as a one-off export destination, but rather as the strategic logistics and commercial platform of choice for the region.
We are currently consolidating and evaluating potential partnerships with high-reach local partners and distributors capable of ensuring broad coverage across retail channels.
Assessing permanent-presence models and operational partnerships in the UAE is part of our roadmap, as this would allow us to optimize supply-chain management, reduce the challenges associated with maritime transit times — approximately 60 days from Ecuador — and respond more quickly and directly to growing demand across the Gulf.
Beyond the initial operation, what is Tunnis’ ambition for the next three years in the Gulf, and what role do you expect the region to play in the company’s global growth?
Our ambition over the next three years is to establish Tunnis as the leading Ecuadorian high-quality tuna brand across the Middle East. We aim to expand our presence from the UAE into major neighboring markets such as Saudi Arabia, Qatar and Oman, while progressively increasing shipment frequencies and diversifying our portfolio of Halal-certified products.
Within Envasur’s global growth strategy, the Gulf region is projected to become one of our most relevant export pillars outside Latin America and Europe.
The region will not only contribute strategically important sales volumes, but will also strengthen Tunnis’ international reputation, demonstrating that Ecuador’s fishing and canned seafood industry has the technical capabilities, quality standards and corporate vision required to compete and succeed in some of the world’s most prosperous markets.
Julio, with your entrepreneurial vision, what are the new challenges you imagine or want to pursue in, let’s say, the Gulf— the Emirates?
Generally speaking, if you look at this whole region — adding Saudi Arabia, Qatar, Oman — the population level is over 100 million inhabitants. So that’s already the first factor, and there’s real volume there.Tuna consumption is very common in households, and if you go down to the supermarkets…
You see on the shelves references from everywhere — Thai, Filipino, Asian in general — and positioning against that competition, which for Ecuador is really tough. It really is a challenge, but we’re thinking about how we can open ourselves up to all of that.
That’s the thing — that volume of people is attractive.
Considering that you’re not going to the United States, where Americans also consume a lot of tuna, but the whole tariff and tax issue there is complicated… does the Emirates offer, in some way, a better way of doing business.
What do you think would be the toughest challenge that could come up in the Gulf in the coming years — tough not so much as an obstacle, but more like something that might cost a bit more effort? What points do you see there, what do you imagine?
The biggest challenge, I think, is competition with Thailand — in the tuna world globally. Thailand holds first place, Ecuador is second. So facing off here, being closer to them than we are — since from Ecuador, transit time is around 60 days.
I think that could be part of the challenge, or the limiting factor — in a way, it could define the path, whether we want to take the short route or the long one. Either way, we’re approaching this with great expectations. That’s why the idea I mentioned to you before — because in some way I think it could be an important alternative.
And so, positioning ourselves against Thailand’s market, which today has huge acceptance — in all markets around the world.
For entrepreneurs in Latin America in the food industry — what advice would you give as an expert who has get into the Emirates and sell there —?
Exactly that word — don’t stop dreaming. That is to say, if you have the confidence that you’re doing things right… if you dream of getting somewhere, if you want to build a brand, if you want to position it — don’t stop dreaming. Keep thinking big, because dreams really can come true, and I believe that’s what’s happening with our company.
(C) latingulf.ae 2026
