Interview with Hector Martinez, General Manager of Pimlico International Trade

I have a diploma in Tourism. I always say, half-jokingly, that I studied Tourism thinking I was going to be a tourist, and life showed me that wasn't quite how things would turn out.

My professional path has been fairly varied. I spent a period living in London, then returned to Valencia, where I developed various businesses, and later spent several years focused on importing and exporting products, although not perishable goods at first. About six years ago I traveled to Ecuador, and together with local partners who owned land in the province of Manabí, the opportunity arose to diversify into agriculture. At that time we saw that dragon fruit had significant demand and strong export potential, so we decided to commit to growing it.

When the first harvests came in, we found ourselves facing a completely new reality. We had to learn practically from scratch, through trial and error. We started exporting to the United States, which was the natural destination for much of Ecuador's production, and growth was very fast. At our peak we were exporting an average of three to six containers a week.

But that growth also taught us an important lesson. The US market could be very volatile, and after a very good initial period, we suffered a significant downturn that forced us to rethink our model. As a Spaniard and a European, I then began using my contacts in Europe to introduce Ecuadorian dragon fruit to this market. Little by little we began exporting by air, and from there the different companies in Ecuador took shape: FRUTAPAC as the production arm and FRUITEAM as a collection center and later an exporter. It was in that process that PIMLICO International Trade emerged  out of the need for a European structure that would allow us to protect our commercial and legal operations, stay close to our customers, and at the same time keep searching for new markets and opportunities in Europe.

How and when did the idea of specializing in dragon fruit exports come about? What did you see at the time that made you commit to this fruit?

It was actually a bet that came about almost intuitively.

Our partners in Ecuador had land, and we saw that dragon fruit had interesting demand peaks and prices within the export market. We thought it could be a good opportunity to diversify our activity, and we decided to start growing it.

The curious thing is that when we started, I barely knew what a dragon fruit was. It was a bet we made about six years ago, and it later led us to learn an enormous amount about cultivation, marketing, logistics and international markets.

Over time we understood that it wasn't simply about growing a fruit, but about building an entire chain around it: production, selection, packing, export, logistics, commercial relationships, after-sales support...

What sets Ecuadorian dragon fruit apart from that of other producing countries like Vietnam or Colombia?

Ecuador has very particular natural conditions. Being located on the equator, we have fairly stable weather, plenty of sunshine hours, available water and very fertile land, especially in the coastal region of Manabí.

This allows for production practically all year round, and also at very interesting quality levels.

One of the aspects I'd highlight most is the degree of ripeness and the Brix levels we can achieve. Under certain conditions we get fruit with sweetness levels that are hard to find in some Asian production, such as Vietnam's.

Ecuador also has an additional advantage: accumulated experience. Dragon fruit is also grown in other countries in the Americas and Asia, but Ecuador was one of the pioneers in developing its cultivation and marketing for export. Those years of experience also represent a competitive advantage.

What has been one of the biggest challenges PIMLICO has faced, and how did the company overcome it?

One of the biggest challenges has been adapting to the European market.

Europe is a very demanding market. Volume alone isn't enough. It requires quality, consistency, specific sizes, supply frequency, delivery programs and, increasingly, certifications and guarantees covering the entire process.

Many of these requirements aren't as common at origin and require significant investment and changes in the way we work.

We've approached it as a years-long process, working together with the farms and the collection center, explaining the needs of the European market and generating constant feedback between origin and destination.

It's a process that's still ongoing. Our intention is to get everyone in the chain working in the same direction. Although the European market demands more, it also offers the chance to build more stable relationships and programs with supermarkets and large retail chains, which can offset the investments needed to reach those standards.

From your perspective, how is the sector evolving, and which trends are having the biggest impact on your business?

Dragon fruit is still a relatively new product in Europe. It's growing as consumers get to know it and discover its characteristics and nutritional properties.

To a certain extent, it's a fruit that first sells through the eyes. It's very eye-catching, different and exotic. It has an appearance that sparks a lot of curiosity. Then, once the consumer tries it and discovers how they can incorporate it into their diet, a second phase of consumption kicks in.

It's also a very versatile product. Its relatively neutral flavor allows it to be used in both sweet and savory preparations, salads, smoothies and other dishes. It can also be combined with other fruits to enhance their flavors.

The challenge lies in finding the balance between demand, quality and price. As dragon fruit becomes better known, demand increases, but so does supply and therefore competition.

What's the process like from harvest to arrival in a market like Spain? What are the biggest logistical challenges?

It all starts with scheduling the harvest. Since we work mainly with air freight, we look for the right point of ripeness so the fruit arrives in the best condition.

For us, it's important that the fruit has reached good ripeness on the plant. That gives us better Brix levels, better characteristics, longer shelf life and greater stability during transport.

After harvest, the fruit arrives at our packing facility, where a first selection takes place. It's cleaned, checked again, weighed according to each customer's specifications, packed and then palletized.

Once ready, it's loaded onto a truck and usually transported to Quito, where it's handed over to the freight company contracted for the relevant destination. From there, the freight forwarder and then the airline take over.

And that's precisely where one of the biggest complexities lies: we're talking about a chain involving many parties. We try to do the best possible job at origin to minimize any problems further down the line, and we use temperature loggers to track the cold chain, but part of the process is beyond our control.

Behind a box of fruit that reaches a supermarket there is an enormous amount of work and a many people.

How has demand for dragon fruit and other exotic fruits evolved in markets like Spain in recent years?

The trend has been positive. In our experience, the more dragon fruit becomes known, the more it's demanded.

But this has a second consequence: supply also increases. More and more companies are interested in exporting it, and more countries are developing its cultivation, such as Peru, Colombia and Brazil. There's even production starting in Spain now.

So we have more demand, but also much more competition.

We also work with other exotic products, such as yellow dragon fruit, occasionally red-fleshed red dragon fruit, tamarillo (tree tomato) and granadilla, among others.

But our most premium product remains the red-skinned, white-fleshed Undatus dragon fruit, precisely because it's the product where we can control a very important part of the chain, from cultivation through to logistics and final commercialization.

Who is today's typical dragon fruit consumer in Europe, and do you think that's changing?

It's a fairly varied consumer, so I don't think we can talk about a single profile.

We do identify a consumer with medium-to-high purchasing power, or with a particular interest in healthy eating. There are people looking to add different products to their diet who especially value its nutritional characteristics.

There's also a consumer who initially buys out of curiosity: the fruit is very visually appealing and generates interest. Afterwards, if the consumption experience is positive, they can become a repeat customer.

I think that's precisely one of the great challenges and opportunities for dragon fruit: getting it to stop being just an exotic, eye-catching fruit and become part of everyday consumption habits.

What would you say is the biggest risk or obstacle facing the exotic fruit export sector from Ecuador today?

Without a doubt, one of the biggest problems is the uncertainty around air freight costs.

Air freight represents an enormous share of the product's final cost. From our experience, around 60% of the value can be related to logistics, and within that logistics cost, air transport can account for roughly 50–55%.

And it's not just the price that worries us. We're also concerned that, while costs rise, service doesn't always improve in the same proportion particularly regarding cold-chain care and accountability for the goods.

In the end we have to be competitive on price while simultaneously maintaining very high quality. Finding that balance is probably one of the biggest challenges today.

How has the instability in transport or fuel costs affected you in recent years?

It has affected us enormously, and continues to do so.

We often work with programs and prices agreed in advance with customers. When logistics costs rise significantly, we have to explain that maintaining certain prices can become unviable.

But it's not simple to automatically pass that increase on to the customer either, because the customer may look for cheaper alternatives, other origins or different routes.

We're tied, to a certain extent, to a very concrete reality: we have the fruit in one place and need to get it to another. Of course, we're constantly looking for logistics alternatives and trying to lock in programs that give us more cost predictability.

But it remains one of the most unstable factors we face, precisely because it's an external factor we don't have direct control over.

Where do you see demand growing over the next three to five years? Are there any new markets that particularly interest you?

I hope it keeps growing, and in fact, one of my main roles at PIMLICO right now is precisely to look for new markets. Our most important market today, I'd say, is the United Kingdom, but we want to keep diversifying and move further into northern Europe.

We're particularly interested in markets like Poland and other European countries that are showing interesting economic development and where there's capacity to absorb a product that, by its very nature and logistics costs, isn't cheap.

The strategy is about not depending on a single market and continuing to build a diversified presence across Europe.

Do you think there's room for new varieties or product formats beyond fresh fruit?

Absolutely. In fact, we see it as a second phase.

First, the product needs to become known, valued and consistently in demand. Once that market exists, it makes a lot of sense to develop new formats: pulp, frozen products, processed goods, and so on.

There's also a very interesting opportunity at origin itself. There's fruit that can be perfectly good from a consumption standpoint but gets rejected for the fresh market simply because of a visual defect or some mechanical damage.

That fruit can have a second life through processing.

It's something we find very interesting and ambitious, although our priority right now remains consolidating and developing the fresh fruit market. Processed product would be, for us, a phase two.

If a European company wanted to start importing dragon fruit or other exotic fruits from Ecuador, what advice would you give them?

The first thing I'd say is to be very patient.

It's a business that requires initial investment, knowledge and financial capacity. It's not necessarily a business where you get big margins from the start; often you need volume for it to really be profitable.

I'd also recommend having solid financial backing and, above all, protecting your operations very carefully.

You have to do a lot of research into who you're buying from and who you're selling to. It's important to work with serious suppliers, solvent customers and operators who genuinely understand the business.

And although it might sound like simple advice, to me it's fundamental: patience, perseverance, and choosing very carefully who you work with.

What would you say is the best advice you've received throughout your professional career?

More than one specific piece of advice, I think I've learned many lessons through experience and especially by watching my father, who was an old-school entrepreneur: a big risk-taker, very successful, but also with major ups and downs.

From that, I take away one idea: life goes in circles.

You have to try to stay positive and hold onto the good part of experiences. You have to keep doors open, because you never know where you'll end up or whose help you might need in the future.

And above all, don't get discouraged when something doesn't work out the first time. You have to try, learn, try again and keep fighting.

I believe strongly in patience and perseverance. Also in staying true to what you're after, while understanding that things need their time.

In the end, nothing is ever as bad as it seems when things go wrong, but nothing is ever as good as it seems when everything is going well either.

What advice would you give to other companies looking to build lasting success in this sector?

Surround yourself with good people.

Skilled people, good workers, good partners and, above all, good customers. Transparent, honest people with whom you can build a long-term relationship.

For me, a good business is one where everyone wins. Or at least one where all parties understand the learning curves, the investments and the difficulties that exist along the way.

I believe honesty and transparency are fundamental, especially in a sector as complex as this one.

Sometimes we have a very negative view of the world because bad things make a lot of noise. But my experience is that, in general, we come across far more good people than bad. The challenge lies in knowing how to recognize them, value them, and surround yourself with the right people for each role: customers, employees, partners, providers or collaborators.

In the end, a lasting business isn't built with a good product alone. It's built with good people, good relationships, and the ability to adapt and grow together.

Check out the teaser video here: https://youtube.com/shorts/_Rp-_wKtVgM