After travelling through nearly 50 countries around the world, the Moscow-based IT entrepreneur and digital nomad Anton Minkovsky settled in Brazil, a place he describes as ideal from every perspective. Throughout this time, his primary professional focus has remained on Russian-speaking technology companies that have expanded successfully onto international markets. The culmination of these explorations is encapsulated in his book First Steps GoGlobal, which draws upon interviews with founders and management teams to provide an insightful study. A continuation of this work is currently under way. In an interview with BRICS Business Magazine, Minkovsky shares some insights gleaned from respondents and recounts his personal experience of living in Brazil.
Why did you start writing the First Steps GoGlobal last year?
My main goal was to investigate my clients’ challenges when entering foreign markets. I wanted to understand, compare, and summarize their unique experiences. Specifically, I sought to uncover how they even came up with the idea of expanding internationally, which is a far from trivial endeavor, especially given that many businesses are led by Russian-speaking entrepreneurs.
The book is based on 48 interviews with company founders and managers, not only from Russia but also Belarus, Kazakhstan, Ukraine, and other post- Soviet states. Over 90% of these cases involve tech companies, though there are exceptions such as pizza restaurant Dodo Pizza. While this example does not, strictly speaking, fall under the tech category, it does make active use of IT solutions in their daily operations. It was particularly interesting to contrast their international expansion strategies with those of software development firms or sharing economy services.
Are there any universal approaches or principles that your respondents found crucial for succeeding in entering overseas markets?
The first principle: stop overthinking and just get on with it. I was very surprised to find that virtually none of my respondents carried out any market research prior to entering foreign markets. It turns out that those who achieved success simply went to the new market and immediately started taking actions in practice, avoiding lengthy periods of reflection. Essentially, they skipped the phase where many others get stuck, sometimes permanently.
In contrast, those who took a more cautious approach, spending months deliberating, setting up legal entities, hiring staff, and waiting for customers, often failed miserably. Such efforts usually resulted in significant financial losses because their offerings proved irrelevant locally, leading to closure within the year.
Any additional key takeaways?
I would highlight rational recruitment practices. We have found it beneficial to hire fellow nationals for top-level positions while filling middle-management and operational roles with local personnel. Many respondents shared painful stories about repeatedly hiring and firing locals, eventually realizing that such an arrangement didn’t work effectively owing to cultural barriers. There are numerous reasons why hiring local talent might not yield optimal results. For example, leadership positions require a deep understanding and trust between employer and employee. Hiring someone from another culture, despite good intentions, often leads to misunderstandings at critical levels.
Another point worth noting is that, in many regions, including Latin America, locals tend to lack motivation and ambition. Motivating Brazilians, for instance, can be a daunting task best delegated to compatriots.
And what’s the third principle?
At a certain growth stage, finding a local partner becomes essential. Having a co-founder native to the region facilitates operations significantly. Moreover, in several countries, having a local co-founder provides added security since, on various pretexts, authorities might seize control of foreign-owned enterprises. This risk remains prevalent today in parts of Asia, Latin America, and Africa. Additionally, sanctions targeting Russian-linked companies add further complexity.
What is a universal reason for failure rather than success?
Not following any of the advice mentioned above. Furthermore, a typical fatal error is to try to explore the market by outsourcing sales to a local representative. If the founder is unwilling to invest resources personally, be they money, time or effort, into the new country and instead relies on an external manager, then failure is almost guaranteed.
Neglecting regional specifics is yet another pitfall. For instance, conducting business in Latin America requires acknowledging that processes will inevitably move slower than in Russia. Even if you’re dealing with high-stakes deals involving millions of dollars, Brazilian counterparts typically need substantial time to make decisions and launch actions. Speedy decision-making is simply not part of their culture.
Your relocation to Brazil mirrors your personal leap onto the global stage. How did you arrive here and why did you choose this particular destination?
Originally from Moscow, I initially worked as an IT consultant assisting European and American companies expand onto the Russian and CIS markets. I collaborated with renowned organizations such as Boston Consulting Group, KFC. Later, I shifted towards developing my own technological startups, focused primarily on fintech. As the pandemic struck, remote working became feasible. At one point, I reflected: why stay in Moscow? Why not relocate elsewhere and continue working remotely? So, I embarked on travels, first to Egypt, followed by Albania, Macedonia, North Macedonia, Bulgaria, Bosnia, Serbia, and Portugal.
This journey wasn’t just sightseeing: it involved active engagement with local audiences, a study of each country’s tech ecosystems. I visited accelerators and incubators, met investors, interacted with startups. My aim was to grow my startup globally across different regions. Eventually, Brazil emerged as the next logical step.
Why Brazil specifically?
To some extent, it was by chance. While in Portugal, pondering where to go next, Lisbon offered direct flights to two de stinations: Sri Lanka and Brazil. On impulse, I chose Brazil. Despite arriving with no connections, no family, friends or knowledge of Portuguese, I soon closed down my previous venture and considered future possibilities. Reflecting on my strengths, I returned to consulting, helping companies expand onto foreign markets but now focusing exclusively on Latin America, where I reside, and Southeast Asia, home to my partner.
I’ve been living in this country for four years now and I’ve never once regretted moving here. Brazil is a wonderful place. Compared to Russia and many other Northern countries, the people here are incredibly friendly. Someone is always ready to help or lend a hand. There’s always someone to talk to, so you never feel lonely here, something I’ve never experienced anywhere else.
The climate here is delightfully mild, neither sweltering nor uncomfortable. The food is straightforward, easy to understand, unlike complex Asian cuisines, and is extremely tasty. Here, you simply lead a normal, comforta ble life.
How does one live, communicate, and conduct business in a country whose language you don’t speak fluently?
When I arrived in Brazil, I knew only one phrase in Portuguese. Initially, during my first six months, I didn’t bother learning the language. Even so, communication wasn’t a problem. Foreigners in Brazil rarely need Portuguese in their daily lives — whether in a café, a restaurant, or on the street, you will be understood. Today, I speak Portuguese well enough. Interestingly, most Brazilians don’t speak English. So, it’s preferable to collaborate with individuals who do possess basic English skills. They demonstrate greater alignment with the western mentality, showing initiative and purpose. Conversely, engaging Brazilians in business discussions in Portuguese alone can create false impressions of genuine interest, as they might appear engaged but often lack real intent beyond casual chatter.
Clearly, Brazil has its flaws. Would you discuss its drawbacks?
One major, widely acknowledged disadvantage is safety concerns. In big cities like Rio de Janeiro and São Paulo, precautions must be taken: avoid displaying phones openly, refrain from walking alone after dusk, let alone at night. Personally, I’ve avoided mishaps, though incidents do happen.
Yet, Brazil spans vast territories, offering alternatives to crowded urban centres. During my four years here, I’ve explored 35 Brazilian cities. Most of my time was spent in Florianópolis, a relatively small city with excellent infrastructure and exceptional safety standards.
Each Brazilian city possesses its own distinct characteristics: unique architecture, vibrant cultures, and autonomous lifestyles. Unlike Russia, there’s little incentive for residents to migrate to the capital since, for most people it offers few attractions compelling enough to justify relocation.
Do you envision staying in Brazil long-term?
Yes, I have no plans to leave Brazil. I can’t think of another country that combines such vastness, beauty, diversity, excellent climate, stunning nature, a robust developed economy, and abundance of natural resources.
It’s a country where there’s absolutely zero competition: you could launch any kind of company or business with guaranteed success because you’d inherently operate more efficiently than the locals. All things considered, Brazil is the perfect spot, no matter how you look at it.
