{"id":8827,"date":"2026-10-28T10:19:57","date_gmt":"2026-10-28T10:19:57","guid":{"rendered":"https:\/\/mariosouto.com.br\/?p=8827"},"modified":"2026-10-29T12:58:37","modified_gmt":"2026-10-29T12:58:37","slug":"tupan-beverages-branding-empreendedorismo","status":"publish","type":"post","link":"https:\/\/mariosouto.com.br\/en\/2026\/10\/28\/tupan-beverages-branding-empreendedorismo\/","title":{"rendered":"How we built Tupan: branding, entrepreneurship, and purpose"},"content":{"rendered":"
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In April 2023, I began one of the most challenging and meaningful projects of my professional career: building a beverage brand in the United States, starting practically from scratch, with an innovative proposition rooted in the Amazon and sustainability.<\/p>

The company is Tupan Beverages<\/strong><\/a>, an American startup I co-founded, where I serve as Chief Marketing Officer (CMO) and also lead creative direction. Our purpose is to transform a frequently discarded byproduct of a\u00e7a\u00ed production into beverages that combine quality, differentiation, and environmental responsibility.<\/p>

Since then, I have been involved in decisions that go far beyond traditional marketing: brand creation, positioning, product development, suppliers, certifications, technology, sales channels, and preparation for commercial launch.<\/p>

This experience has reinforced something I have always believed: marketing and branding should not operate in isolation from business strategy.<\/strong> Building a brand requires understanding what the company intends to deliver, how it will operate, and why it should matter to the market.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t

How the idea for Tupan Beverages was born<\/h2>\n\t\t\t\t
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The initial idea came from Anthony Prado, now our partner and CFO, and Matheus de Campos, my brother and also a partner. Both have experience in the American financial market and identified an opportunity in a product that was beginning to gain traction in Brazil, especially in the northern region: coffee made from roasted a\u00e7a\u00ed beans<\/a>.<\/p>

The idea was to introduce this ingredient to the American market, both as an alternative to traditional coffee and as the base for ready-to-drink<\/em> (RTD) beverages<\/a>.<\/p>

That was when they invited me to join the project and lead the development of the brand, bringing together my experience in marketing, branding, and digital strategy.<\/p>

We had an exciting opportunity, but also a challenge: entering an extremely competitive market, with countless beverage brands competing for attention, distribution, and consumer preference.<\/p>

Before thinking about campaigns or sales channels, we needed to define what would make our brand different.<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t

The birth of the brand: Tupan and The Taste of the Amazon<\/h2>\n\t\t\t\t
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One of the first decisions we made was choosing the name.<\/p>

We chose Tupan<\/strong>, a reference to Tup\u00e3, a figure associated with thunder in Tupi-Guarani traditions. We wanted a short, powerful name connected to the Amazonian origins of the ingredients we intended to use.<\/p>

From there, I began developing the company's visual identity, graphic elements, narrative, and positioning. It was also when I created the concept The Taste of the Amazon<\/strong>, which became the central idea behind the brand.<\/p>

The idea was never simply to sell a different beverage. We wanted to build a brand capable of bringing together origin, biodiversity, culture, innovation, and sustainability in a proposition that American consumers could recognize and connect with.<\/p>

This vision guided the creation of the logo, the graphic elements inspired by the brand's identity, the illustrations, and later, the packaging. Even details such as the finish of the cans and their black tops were carefully considered to help establish a distinctive identity.<\/p>

In a market where so many companies compete for attention with similar messages, I knew we would need something more substantial than attractive packaging.<\/p>

Our branding needed to emerge from the business proposition itself.<\/strong><\/strong><\/p>

This experience illustrates a point I also discuss in my article on how to differentiate your company from competitors<\/a>: differentiation cannot depend on communication alone. It must be supported by the product, the experience, and what the company actually delivers.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t

When we realized we needed to change our products<\/h2>\n\t\t\t\t
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Our initial concept for the ready-to-drink beverages drew on familiar coffee products: lattes, mochas, and other combinations inspired by products consumers already knew.<\/p>

We hired a specialized laboratory to develop the formulations and began testing.<\/p>

But throughout the process, we realized that the results were not delivering the flavor we were looking for. More importantly, those beverages were not adequately expressing the Amazonian identity we were building.<\/p>

We needed to rethink our direction.<\/p>

We decided to keep a\u00e7a\u00ed coffee as the central ingredient while exploring combinations that would bring the products closer to our The Taste of the Amazon<\/strong> concept.<\/p>

This led to the development of our three A\u00e7a\u00ed Brews: Original<\/a>, which combines the a\u00e7a\u00ed coffee base with the a\u00e7a\u00ed fruit itself; Camu Camu<\/a>, featuring an Amazonian fruit known for its vitamin C content; and Pineapple<\/a>, which introduces a more familiar flavor for American consumers.<\/p>

The change was not just a product development decision. It was also a positioning decision.<\/p>

We realized that trying to replicate familiar product categories was not necessarily making the most of what we had to offer: the origin and uniqueness of our ingredients.<\/strong><\/strong><\/p>

Developing the formulations took approximately one year. It was one of the project's first major lessons: a good idea must withstand product testing, technical limitations, and the real consumer experience.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t

The trip to Amap\u00e1 and building our supply chain<\/h2>\n\t\t\t\t
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While developing the brand and products, we also needed to establish the entire production supply chain.<\/p>

Our operation was designed around specialized external partners, including ingredient suppliers, manufacturers, packaging and canning partners, and logistics providers in the United States.<\/p>

But there was one particularly important element: finding a reliable supplier of roasted a\u00e7a\u00ed beans.<\/p>

In 2024, I traveled to Macap\u00e1, in the Brazilian state of Amap\u00e1, to personally visit Engenho Caf\u00e9 de A\u00e7a\u00ed and meet Valda and L\u00e1zaro, the people behind it<\/a>, who became essential partners in the project.<\/p>

I also learned firsthand about the ingredient's sourcing chain, connected to the Amazonbai cooperative, which works with communities in the Amazon region.<\/p>

From the beginning, our concerns went beyond product quality. We needed to understand where the ingredient came from, sourcing practices, working conditions, traceability, and the requirements necessary to support our future certifications.<\/p>

This was particularly important because sustainability could not simply be a marketing claim. It needed to be part of our operational decisions.<\/p>

Tupan's business model is built around upcycling<\/strong>, a process that transforms materials or byproducts that would normally be discarded into new, valuable products. In our case, we use a\u00e7a\u00ed beans, a significant byproduct of a\u00e7a\u00ed fruit processing, as the raw material for our beverages.<\/p>

This approach is directly connected to the principles of the circular economy: making better use of existing resources and creating new economic opportunities from previously underutilized materials.<\/p>

This visit was important to me because it made tangible a dimension of the company that, until then, I had experienced mainly through meetings, documents, and brand development.<\/p>

The origin of our ingredients was no longer just a story we wanted to tell. It had become a reality I had experienced firsthand.<\/strong><\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t

Certifications before our first production run<\/h2>\n\t\t\t\t
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After making progress with our formulations, we entered another complex stage: certifications.<\/p>

We decided to pursue two important certifications for our positioning in the American market: USDA Organic and Non-GMO Project Verified.<\/strong><\/p>

The first relates to organic production and processing requirements. The second verifies compliance with standards for avoiding genetically modified organisms.<\/p>

Achieving these goals required more than preparing Tupan's documentation. We also needed to ensure that the suppliers involved met the applicable requirements.<\/p>

Engenho Caf\u00e9 de A\u00e7a\u00ed had to move forward with its own certification process while we worked on the documentation and operational structure required for our American company.<\/p>

This involved months of work, adjustments, verification, and follow-up.<\/p>

In 2025, we completed these certifications before our first commercial production run.<\/p>

For a startup, this represented a significant investment of time and resources. But we believed it made sense to establish these foundations from the beginning rather than try to correct our operations later.<\/p>

The certifications are part of a strategic decision: to build a company whose commitment to sustainability and quality is supported by verifiable processes.<\/strong><\/p>

You can learn more about this work on Tupan's certifications page<\/a>.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t

Building our marketing foundation before the products were available<\/h2>\n\t\t\t\t
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One of the distinctive aspects of Tupan is that much of our marketing work took place before the commercial launch.<\/p>

While our partners made progress on product development and production preparations, I worked on building the company's digital and commercial infrastructure.<\/p>

We developed a Shopify e-commerce store, educational content, brand identity, social media presence, CRM tools, email automation, lead generation initiatives, and a technology infrastructure to support future operations.<\/p>

We also began building an audience interested in our products. Our waitlist is now approaching 600 subscribers, people who have expressed interest in discovering our beverages once they become available.<\/p>

Of course, interest does not necessarily translate into purchases. That is something we will need to validate commercially. But building awareness, content, and relationships before the products arrive allows us to enter the market with an initial foundation for communication.<\/p>

For me, this experience reinforced an important distinction between doing marketing and building a marketing operation.<\/strong><\/p>

Running campaigns is only one part of the work. Data, tools, processes, messaging, channels, and performance indicators also need to be organized so that marketing activities can work together effectively.<\/p>

This perspective guides both my work at Tupan and my role as a marketing, branding, and digital strategy consultant<\/a>.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t

Three and a half years of work and a lesson in entrepreneurship<\/h2>\n\t\t\t\t
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When we started in April 2023, we imagined the process would be much faster.<\/p>

Today, looking back at everything that has happened, I realize how much we underestimated the complexity of building a beverage company with ingredients sourced from the Amazon, outsourced production, multiple suppliers, and regulatory requirements in the American market.<\/p>

Many processes were happening simultaneously: formulation development, product changes, supplier negotiations, brand building, certifications, logistics planning, commercial operations, and fundraising.<\/p>

We also had to balance different circumstances among the partners. While I dedicate myself full-time to the company, Matheus and Anthony continue their professional activities, contributing their expertise in finance, strategy, and management.<\/p>

We have learned that entrepreneurship requires much more than a good idea and the ability to execute. It demands persistence, flexibility, and a willingness to reconsider decisions.<\/strong><\/p>

Changing our formulations was one example. Insisting on the original concept simply because we had defined it at the beginning could have taken us further away from the product we truly wanted to build.<\/p>

At other times, the challenge was not to change our strategy, but to accept that certain processes needed more time.<\/p>

At other times, the challenge was not to change our strategy, but to accept that certain processes needed more time.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t

From building the business to our first commercial production run<\/h2>\n\t\t\t\t
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In October 2026, we reached a decisive milestone.<\/p>

After developing the products, organizing our suppliers, building the brand, preparing our operations, and completing important certifications, we are moving toward our first commercial production run.<\/p>

We secured approximately US$100,000<\/strong> in an initial investment round among family members and close contacts, led by Anthony and Matheus. We are structuring this stage with the support of the Wefunder platform.<\/p>

These funds should enable our initial production run and the preparation of our commercial operations, with the expectation of beginning sales once this phase is complete.<\/p>

Our next objective will be to demonstrate product-market acceptance, learn from our first customers, validate our customer acquisition channels, and prepare the company for a future investment round and expansion.<\/p>

There is still a great deal of work ahead.<\/p>

Having an established brand, a planned operational structure, and developed products is not the same as having a commercially validated business. We will need to demonstrate sufficient demand, prove that our operations work, and show that we can grow in an economically sustainable way.<\/p>

But reaching this point, after all the challenges we have faced, already represents an important achievement for us.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t

How building Tupan changed my perspective on marketing<\/h2>\n\t\t\t\t
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Throughout my career, I have worked on branding, marketing, communication, and strategy projects for companies across different industries and of various sizes.<\/p>

These experiences gave me a broad perspective on brands, businesses, and execution. But building a company in which I am a partner has brought an entirely different perspective.<\/p>

At Tupan, I am not simply recommending decisions or executing projects for an established organization. I experience the consequences of every choice, including those involving limited resources, delays, risks, and changes in direction.<\/p>

This has deepened my understanding of the relationship between strategy and operations.<\/p>

A strong visual identity cannot compensate for a product that does not work. An effective campaign cannot fix an unviable supply chain. A sustainability proposition cannot stand without consistent practices. And a well-presented strategy has no value if it cannot be executed.<\/p>

Branding, marketing, product development, operations, and finance must all work toward the same goals.<\/strong><\/strong><\/p>

This is one of the most important lessons I take from Tupan into my professional work and the way I approach building brands.

Entrepreneurship has also taught me that when resources are limited and responsibilities multiply, knowing how to prioritize is just as important as knowing how to execute. This is a reality I also see in marketing departments, especially when everything seems urgent and decisions must be made about what to tackle first<\/a>.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t

More than building a brand, building something I believe in<\/h2>\n\t\t\t\t
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There is, however, a personal dimension to this story that I consider just as important as the professional lessons.<\/p>

After more than a decade working in marketing, I found in Tupan the opportunity to help build a company whose purpose is directly connected to my values.<\/p>

I have always enjoyed creating, experimenting, and turning ideas into tangible projects. But there is something particularly meaningful about using that experience to develop a business that aims to reduce waste, highlight the value of Amazonian ingredients, and create products that people genuinely enjoy consuming.<\/p>

That does not mean we have already achieved everything we set out to accomplish. We are only beginning our commercial journey, and there is still a great deal we need to prove.<\/p>

What makes me proud is knowing that we are trying to build this company with consistency between what we believe, what we communicate, and what we do.<\/p>

We started with an idea centered on an ingredient that was little known outside Brazil. Three and a half years later, we have a brand, developed products, certifications, partners, an operational structure, and a real opportunity to bring those products to the American market.<\/p>

Tupan still has much to achieve. But for me, it already represents one of the most important experiences of my career: building a brand from the ground up, with strategy, creativity, and a purpose I genuinely believe in. #drinktupan<\/a><\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t

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Strategy and creativity must also work in practice.<\/h2>\n\t\t\t\t
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My experience building Tupan reinforces the approach I bring to my consulting projects: understanding the business, establishing a strategic direction, and turning decisions into execution.<\/p>

Let's talk \u2192<\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\n<\/div>\n\n<\/div>\n\t\t<\/div>","protected":false},"excerpt":{"rendered":"

From creating the brand to building a sustainable startup in the United States. I share the challenges, decisions, and lessons learned throughout my journey as Co-founder and CMO of Tupan Beverages.<\/p>","protected":false},"author":1,"featured_media":8826,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[46],"tags":[],"class_list":["post-8827","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-estrategia-marketing-negocios"],"acf":[],"yoast_head":"\nTupan Beverages: branding e empreendedorismo na pr\u00e1tica<\/title>\n<meta name=\"description\" content=\"Conhe\u00e7a minha trajet\u00f3ria na cria\u00e7\u00e3o da Tupan Beverages e os desafios de construir uma marca sustent\u00e1vel nos Estados Unidos desde o zero.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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