Brazilian Footwear: The company started by producing men’s footwear and later shifted to the women’s segment. What are the main differences between producing for these two segments?

Martins: So, the type of product was very similar, very much alike. Some, in fact, were even unisex. They were men’s products, but we started producing items that were basically unisex. Some very basic lines, which still exist today, especially in the vulcanized footwear line. So, we didn’t have to change the production line or processes. It was mostly about changing the design and colors, but in terms of production, there wasn’t a need for major investments or significant changes—it was more about product development. And, of course, the sales channels are different, but from an industrial perspective, not much changed.

Brazilian Footwear: Marina Mello is a family business, and you’re part of the second generation. How was that transition?

Martins: I was basically born inside a shoebox. When I was a child, the school I attended was right next door, so after class, I would come to the factory and run around here. So, for us, entering the business was very natural. My sister Rafaela, who manages our marketing and e-commerce, is an architect by training, but when she started working, she enjoyed it so much that she chose not to pursue architecture and stay with the company. My parents are still involved in the business. My mother, who joined the company after my uncle’s departure, leads the development area. I take care of the commercial side and part of the administration as well. My father continues running the business, also overseeing the commercial and production areas. So, everyone helps each other, we all do a little bit of everything, and both the first and second generations are leading the company. We have a combination of both generations, with them bringing experience and us bringing an innovative perspective, but it all complements each other. I think it works because they have vast experience, and they often help us refine some things. I believe this is crucial—much of Marina Mello’s success today is due to this combination of strengths and perspectives.

Brazilian Footwear: Today, what are the company’s figures—production, factories, employees, export percentage, main markets, etc.?

Martins: We have a production unit located in Nova Serrana, covering approximately 5,000 square meters. The company currently employs 100 direct staff members, with part of the production being outsourced. Most of the production is done in-house, but some sole injection work is outsourced, as well as certain tasks like beadwork, applications, and laser treatments. Our annual production is around 240,000 pairs. Currently, 95% of production is focused on the Brazilian market. We also make a few private label products, but they are limited. Over 90% of what we produce is under our own brand, including products for export clients. In Brazil, we serve the entire country, but our main markets are in the South and Southeast regions.

Brazilian Footwear: And what about the international market?

Martins: Na exportação atuamos em praticamente todos os continentes. Temos clientes na América do Norte, na Europa, no Oriente Médio, na Oceania. De forma frequente, exportamos para 12 países, mas se considerar todos os países, temos hoje produtos em cerca de 20 países, como França, Uruguai, Equador, Peru, Argentina, Austrália e Rússia.

Brazilian Footwear: How was 2024 for Marina Mello?

Martins: 2024 was, I can say, the best year in the last decade for the company. What limited us was the lack of labor, but we managed to maintain sustainable growth, both in terms of production, revenue, market expansion, and customer acquisition. We understood it was very challenging due to the labor issue, but it was a great year in other areas. We were able to significantly strengthen our brand, positioning in certain markets, and we launched some products that were a sales success.

Brazilian Footwear: Did this result come as a surprise?

Martins: In terms of revenue, the company managed to grow by about 15%, which is very significant for us. As I mentioned, we could have grown more, but unfortunately, the lack of labor ended up limiting us. We weren’t able to serve all the customers we could have due to this issue. We have the entire structure—factory, machinery, technology, and materials—but unfortunately, we don't have the labor force today. When we did our strategic planning, we had good expectations for this year, but we didn’t imagine it would turn out the way it did. It exceeded our expectations.

Brazilian Footwear: And what are the forecasts for 2025?

Martins: In terms of products, we expect to expand our product line. We have some ideas on the table, both in expanding the line we already work with today, which is quite natural since we’re always bringing in new things, as well as exploring some different product lines in the footwear and other product areas due to demand from our clients. For this reason, we are studying this idea and analyzing technical feasibility, production feasibility, and cost considerations, so this is on our radar. We also intend to increase our market share in international markets.

Brazilian Footwear: What are the main challenges for a footwear company from Nova Serrana?

Martins: Without a doubt, the main challenge is labor. In Nova Serrana, this has always been a challenge. In terms of production costs, we are seeing the impact of the rising dollar on some inputs and raw materials, especially for those working with imported supplies. Balancing this equation is, once again, a major challenge.

Brazilian Footwear: This year, you will take on the presidency of Sindinova. How did this invitation come about?

Martins: I have been part of the Sindinova board for 12 years. I joined the organization when I was 20, and I’ve served on four boards in different sectors. The invitation to assume the presidency was extended by Ronaldo, the president of the union at the time, and other board members as well. At first, I must admit, I was a bit hesitant. The responsibility of representing the sector and all the members is immense, but I hope to meet the expectations of these people. I will give my best and promise to put in my full effort during these three years of leadership.

Brazilian Footwear: Marina Mello has participated in BFSHOW. What is the importance of the Brazilian Footwear Fair in the company’s strategy?

Martins: We have always greatly valued our participation in trade shows because we believe they offer strategic networking opportunities, in addition to serving as a showcase to present our collection to existing partners and to prospect new clients. Speaking of BFSHOW, São Paulo is the heart of the country, both financially and commercially, so access is easier, more centralized, and better for all markets. We understand that the fair is becoming more established, though this is obviously still a work in progress. And especially for exports, with the fair being held in São Paulo and organized by Abicalçados in partnership with ApexBrasil, it delivers very good results. We’ve seen that the turnout of importers was very high, above average, so I believe this will help facilitate the opening of new markets and strengthen our export efforts.

Brazilian Footwear: Does the company have any investment forecasts? If so, what are they?

Martins: Investment in equipment, especially in the production facility, is an ongoing matter. Since the company is 42 years old, we are constantly updating processes and machinery. Our facility itself, our physical structure, allows for increased production, and we even have machinery in place to scale up production; the only thing we lack right now is labor. Of what we are producing today, our intention is to increase output by a maximum of 20% in the short term, which is what we could achieve with the current infrastructure. We could grow more, but we’ve always been very grounded, so we like to take one step at a time. We’ll do this in a very sustainable way.

Brazilian Footwear: What is Marina Mello’s main differentiator in the market?

Martins: What we say about Marina Mello’s product is that we have a product with a comfort DNA and a fashion identity. Our main differentiator is the comfort in the product, combined with sophisticated design that follows fashion trends, both in construction and in colors, but with a comfort DNA—a lightweight product with a comfortable insole.

Brazilian Footwear: What word defines the current moment of Marina Mello?

Martins: If we had to define it in just one word, I would say it’s evolution. Everything we’ve talked about here, obviously, I mentioned that we’re in the best moment of the company in the last ten years, but we understand that all of this is part of an evolution in brand building, positioning, product development, and collection mix. Like any living organism, we are in constant evolution, and we strive for that. We seek continuous improvement in both processes and products, and in adding value for our customers, whether it’s the end consumer or the retail partner. We are in a very exciting period of growth, solidification, and market positioning, and this is all part of the evolution as a whole.