You entered Embratur in 2004 as an intern. Twenty-two years later you sit in the president’s chair of the same institution. In a world that celebrates outsiders and disruptors, you are the ultimate insider. What does someone who has lived every level of this institution — from the bottom to the top — understand about Brazil’s tourism that no political appointee ever could?

Starting as an intern gave me something incredibly valuable: a deep understanding of Brazilian tourism in all its layers, and the opportunity to learn from people who shaped this industry. I experienced the technical side of the work firsthand, followed the evolution of the sector closely, and witnessed how decisions made by leadership directly affect destinations, workers, and communities across the country.

It taught me that promoting Brazil is not simply about selling beautiful landscapes. It is about understanding supply chains, local cultures, connectivity, and the lives of people who rely on tourism to create economic opportunity. My career within the tourism industry — combined with my years at Embratur — gave me a long-term perspective built on public policy, continuity, and commitment to the country.

You coordinated Brazil’s global tourism promotion during the 2014 World Cup and the Rio 2016 Olympics — managing 13 international promotion offices simultaneously. Those were two of the most scrutinized moments in Brazil’s modern history. What did you learn about selling Brazil to the world when the world was watching with both admiration and skepticism?

The 2014 World Cup and the 2016 Olympics proved that Brazil naturally inspires fascination — but also curiosity and scrutiny. I learned that our international promotion strategy must go far beyond postcard imagery. It has to be structured, strategic, business-oriented, and supported by long-term public policy — exactly what we are working to build during this administration at Embratur.

The world wants to understand the real Brazil: its diversity, living culture, and creativity. During that period, we realized that one of Brazil’s greatest assets is the warmth of its people and the country’s ability to surprise visitors. When travelers encounter a welcoming, pluralistic, and vibrant Brazil, those experiences break stereotypes and build trust. That is what ultimately transforms perception into results.

You built the PATI — the International Tourism Acceleration Program — a mechanism that added nearly 8 million international seats to Brazil between 2022 and 2025, an 80% increase. For our readers who are frequent international travelers, explain how a government agency actually convinces an airline to open a new route to a destination it wasn’t considering before.

First, it is important to recognize that PATI was built through teamwork, data intelligence, strategic planning, and coordination. An international air route is born from a combination of market intelligence, relationships, and long-term vision. Airlines look at demand, profitability, and stability.

Embratur’s role is to demonstrate that the market exists and that Brazil is worth the investment. PATI helped us do exactly that by providing market data, institutional coordination, and targeted promotion. It is always a collaborative effort. Airlines need to see commercial potential, and our job is to transform interest into actual seat occupancy by connecting Brazil to the demands of each international market.

Marcelo Freixo was a human rights activist, a film character, a political force. You are something rarer in government — a pure tourism professional who has spent his entire career inside this industry. When you sat in that chair for the first time as president, what was the conversation you had with yourself about what kind of leader you would be?

President Marcelo Freixo was fundamental in leading the strategy that brought us to this point. When I first sat in that chair, I thought deeply about responsibility. Embratur carries an important legacy and plays a central role in shaping Brazil’s international image.

My commitment has been to lead by listening, valuing the technical expertise of our team, and understanding that tourism is public policy, job creation, and international positioning all at once. I want to lead with results, but without losing the sensitivity of someone who knows the institution from the inside and understands the value of collective work.

You have described Brazil’s appeal to the world with one word: “borogodó” — that untranslatable Brazilian quality of irresistible charm and magnetism. For a BajaTraveler® reader in San Diego or Toronto who has never been to Brazil, translate “borogodó” into a specific experience — a place, a moment, a flavor — that they could have within their first 48 hours in the country.

Borogodó is one of my favorite words because it cannot truly be translated — yet every Brazilian instantly understands it. It is something you feel, even when you cannot fully explain it.

It might be listening to samba at sunset in Rio de Janeiro, tasting moqueca by the ocean in Bahia, or walking through the historic streets of São Luís and suddenly hearing music spilling out from a street corner. Within the first hours of arriving, visitors realize Brazil is not simply a place — it is an energy, a feeling that must be experienced fully. Borogodó lives in that sensation of being embraced and emotionally moved at the same time.

You led the Plano Brasis — a strategy specifically designed to attract international tourists beyond Rio de Janeiro and São Paulo, to all 26 states of Brazil. Our readers are sophisticated travelers who have already done the obvious. Name three Brazilian destinations that are genuinely ready for international luxury travel right now but that most North Americans have never considered.

Plano Brasis represents a turning point in Brazil’s international promotion strategy because it is based on a broader vision of the country: a continental destination capable of delivering sophisticated experiences far beyond the traditional circuits. The strategy organizes our work through market intelligence and positioning, allowing us to introduce the world to new regions and experiences tailored to different traveler profiles — especially those seeking authenticity, nature, and exclusivity.

Today, Brazil has destinations fully prepared for high-end international tourism. The Amazon, particularly the Anavilhanas region, offers a rare combination of luxury accommodations, immersive rainforest experiences, and meaningful connections to local culture. Lençóis Maranhenses has established itself as one of the world’s most extraordinary landscapes — now recognized as a UNESCO World Heritage Site — with exclusive itineraries and improving infrastructure. And the Pantanal delivers one of the finest wildlife-viewing experiences on the planet through luxury lodges surrounded by extraordinary biodiversity and a deep connection between nature and regional culture.

Brazil is entering a moment in which luxury is increasingly tied to authenticity. These destinations embody exactly that: exclusivity without sacrificing identity, offering transformative experiences that connect travelers to the soul of the country.

Brazil received 9.3 million international visitors in 2025 — a 37% jump in a single year. The target is 10 million for 2026. Those are extraordinary numbers. But you have spent your career studying how tourism actually works at the community level. Who in Brazil is not yet benefiting from this boom — and what is Embratur’s responsibility toward them?

Brazil is living through a historic moment, especially in terms of spreading tourism’s economic impact to communities and small entrepreneurs. We are seeing international tourism reach smaller communities and regions that historically remained outside the major economic chains. That remains one of our greatest challenges.

Embratur has a responsibility to promote a more inclusive and geographically distributed tourism model — one that values diverse destinations and creates local benefits. When international visitors experience an Amazonian community, a favela-based community tourism initiative, or a small inland destination, the economic impact spreads in a much fairer and more sustainable way.

You were awarded first place in the National Tourism Prize for Marketing in 2018. You have been named one of the 100 most powerful people in Brazilian tourism four times. That recognition came from your peers — the industry itself — not from political appointment. What does excellent destination marketing actually look like in 2026, and where is Brazil still leaving opportunity on the table?

Effective destination marketing today is built on intelligence, segmentation, and storytelling. It is no longer enough to showcase beautiful scenery. You must understand who the traveler is, what they are searching for, and what narrative you want to communicate.

By 2026, tourism has become highly data-driven, and Brazil has made significant progress — especially in building a stronger identity around sustainability. Still, we can continue improving connectivity, developing longer-term business strategies, strengthening digital communication in strategic markets, and translating our unique strengths into clearer products for specialized travel niches.

COP30 in Belém gave the world its most sustained look at the Brazilian Amazon as a destination. You were part of the team that positioned that moment strategically for Embratur. For the luxury traveler who was inspired by what they saw — what does a genuine, high-end Amazon experience in Brazil look like today, and how far has the infrastructure actually come?

The Amazon is a transformative destination — extraordinarily powerful in every sense. People do not leave the same way they arrived. The force of nature there is deeply moving.

Today, the Amazon offers sophisticated experiences that combine comfort, exclusivity, and authenticity. Travelers can stay in luxury lodges, navigate immense rivers, experience local gastronomy, and engage with communities through experiences created by the communities themselves, guided by people who were born and raised there.

Infrastructure has evolved significantly in recent years, especially around destinations such as Manaus and Belém. COP30 reinforced something we already knew: the Amazon is a global powerhouse of nature, culture, and knowledge — and it can be experienced with every sense.

In that context, during last year’s WTM, we introduced one of our most important international tourism initiatives: the Amazon Brand. It was created collaboratively with the seven states of Northern Brazil to promote the biome in an integrated and sustainable way. Its slogan is: “You change. The Amazon changes you.” And that is exactly the idea — to move beyond conventional tourism by giving visibility and value to the knowledge and voices of local communities.

You said something that stays with me: “I always believed in the tourism industry since I entered Embratur in 2005 as an intern. I hope many interns across the country can be inspired to reach leadership positions too.” That is not the language of an executive. That is the language of someone who remembers exactly where he started. What would you tell the 20-year-old Bruno Reis — the intern who had just walked into Embratur for the first time — about what this industry is truly capable of?

I would tell that 20-year-old Bruno that tourism is one of the most powerful tools for social transformation a country can have. At first, it may seem like you are simply organizing campaigns or supporting initiatives. But over time, you realize you are helping create jobs, generate income, strengthen pride, and drive development. You are helping shape a country’s future.

I would tell him to believe even more deeply in the industry: tourism transforms destinations, communities, and lives. And when guided by strategy and purpose, it becomes one of the strongest forces for projecting Brazil onto the world stage.