At the end of 2024, I met with an international company that wanted to venture into a new business model in the Dominican Republic. They arrived with questions, frameworks, metrics, and a very clear vision of what they were looking for.
More than 10 cities, three days and a Dominican Republic seen from another angle
Collaborating with an international corporate brokerage firm, we planned a comprehensive tour of 10 of the country's most important cities.
Three intense days: roads, highways, commercial areas, competitors, plazas, lively street corners, up-and-coming streets, growing neighborhoods and sectors… and others that had nothing to offer. And the fascinating thing wasn't the square footage. It was seeing how a foreign team tried to decipher who we are as a country
- How does the Dominican consumer think?
- What motivates you to buy or not to buy?
- Which cities are B2B? Which are B2C?
- What is the actual level of consumption in each region?
- What makes a business model functional or dysfunctional here?
- How do you "flavor" a product without losing its essence?
- What obstacles might they encounter?
- What are the legal, labor, tax, and accounting aspects to consider?
As we traveled, I explained the commercial corridors, the psychology of the local customer, consumption habits, the real logistics (not the PowerPoint presentation), and the strengths and limitations of each city. I've mostly worked in Santo Domingo, Santiago, and Punta Cana, but when we visited other cities, we saw how each one behaves differently.
And then a truth hit me straight in the face: You don't advise a company. You translate a country.
The part no one talks about: the country is evaluated as a whole, not just the business
On those journeys I also learned something that seems small, but it isn't:
Choosing where to eat matters. Showing a foreigner typical food matters. Giving a short cultural tour matters. Showing a breathtaking view matters. Recommending tourist spots after work matters.
Because when a company considers setting up shop in a country, it evaluates everything: how it operates… and what life is like there. That's where another layer of the conversation came in. Although I don't work in the residential sector, I had to talk about:
- rentals and sales of apartments and houses
- residential areas according to lifestyle,
- schools,
- security,
- traffic,
- cost of living,
- realistic expectations of an expatriate.
Because the decision isn't just a corporate one. It's a human one. At one point, one of the executives told me:
"Indhira, we're not doing a site tour. We're understanding a country. We're in various countries around the world, and each country, each region, even each province, is different.".
That phrase stayed with me all the way back.
What I saw of the Dominican Republic when I looked at it with borrowed eyes
When you travel the country with foreigners, something changes. You discover that what is "normal" for us is surprising to them. That what we take for granted is an advantage. And that our mix of talent, energy, resilience, and creativity is stronger than we imagine. That Dominicans are creative, independent, and resourceful. That human warmth and hospitality do matter and help.
The Dominican Republic is small on the map, but enormous in complexity.
In nuances.
In personality.
Sometimes.
And when you explain the country honestly —without exaggeration, without speeches—, the Dominican Republic shines.
And yes, we have many challenges and opportunities as a country, and many things to emulate and learn from others in order to move forward and improve.
So… where do I think the corporate Caribbean is headed in 2026?
My interpretation, based on my experience on the road, my visits, and my honest conversations with CEOs and executive teams, is clear:
1. Nearshoring will continue to move pieces
The Caribbean will be more relevant in 2026, not less. The Dominican Republic has stability, talent, and speed of execution. From the public to the private sector.
2. Companies will seek efficiency + life
Not just offices – premises or warehouses: but entire ecosystems. Not just costs: but the well-being of employees and end users. Not just expansion: but real purpose.
3. leadership will be driven by authenticity
The region will attract those who invest in emerging markets… and in human quality. We have the desire and the need to learn or die trying. I see a genuine interest in moving forward, in learning, whether it's new technology, languages, or processes.
4. The broker of the future will be a cultural translator
Knowing square footage and contracts isn't enough. You have to understand economies, cities, consumers, talent, culture, and lifestyles. It's a whole!
5. The Dominican Republic will compete as a country, not as a market
If we combine talent, infrastructure, logistics, and a regional vision, the sky's the limit!
What I take with me from 2025 before crossing into 2026
2025 wasn't a comfortable year. It was an honest one. It gave me opportunities, deep conversations, miles traveled, and lessons learned that don't appear in any report. It also took away my certainties, forced me to let go of ideas that no longer applied, and confronted me with my own limitations.
And today I understand that all of that was necessary. Because when I looked at the Dominican Republic with foreign eyes, I saw it again with gratitude. And when I explained the country from the truth—not from rhetoric—I confirmed something essential: our greatest value lies not only in the infrastructure, but in the people, in the culture, and in the way we live and work.
Before entering 2026, I have a firm conviction: the corporate Caribbean is at a real turning point, and the Dominican Republic has the conditions — if managed with ethics and vision — to lead conversations that previously seemed distant for our region.
2026 will be a demanding but fruitful year. A year to act with purpose. To invest wisely. To grow without losing our humanity. To serve better. And, above all, to trust. I trust in what God allowed in 2025. I trust in what He took away. And I trust even more in what He is preparing for 2026, even though I don't yet see it all.
We continue. With ethics. With purpose. With vision. With God.
