Enquirer Consulting Group

Reachable Buyer Map

Prepared for Fernanda Escobar Carvalhaes, Porta-Voz · August 2026
Here is the map. Communication work is bought by two buyers who rarely sit at the same table: the company that needs a reputation managed, and the individual leader who needs a public voice built. You already work both, which is unusual. This covers where each sits in the Brazilian market, the segments they cluster in, and roughly how many organizations stand behind each. It describes the market rather than your business, and there is nothing to buy at the end of it.
Listed companies
The smallest segment on this page and the one with the most obligatory communication. Disclosure, investor days, results and governance all create a calendar that cannot be skipped, which is why the work here is continuous rather than campaign shaped. Also the segment most likely to already have an incumbent, so the opening is usually a specific mandate rather than the whole account.
Who signs: director of communication, head of investor relations, chief executive, and the board chair on governance and crisis work.
380 to 440
companies listed on the Brazilian exchange
Large private companies and family groups
The largest concentration of unserved communication need in the country. Big enough to have reputation exposure, often without a communication director in the structure, and led by an owner who is the de facto spokesperson whether or not anyone has prepared them for it. Decisions are made by one or two people.
Who signs: the owner or chief executive, the marketing director, and the head of institutional relations where the seat exists.
5,000 to 7,000
Brazilian companies at 500 employees or more
Venture backed technology and financial services companies
The fastest to decide and the most likely to buy executive positioning before they buy corporate communication, because a founder's visibility is treated as a growth asset rather than a reputation one. A funding round, a new market or a first institutional board are all moments that create the mandate.
Who signs: the founder, chief marketing officer, head of communication, and the investor relations lead once there is a board.
1,200 to 1,700
Brazilian venture backed technology and financial services companies
Agribusiness and industrial groups
Structurally exposed and historically quiet. These groups face environmental, land, labor and trade scrutiny in public while running communication out of marketing or out of the legal function, which is where crisis work tends to arrive late. Regional media relationships matter more here than national ones.
Who signs: chief executive, director of institutional relations, sustainability director, and the general counsel on anything contentious.
2,500 to 3,200
Brazilian agribusiness and industrial groups at scale
Health groups, hospital networks and health plans
The sector where reputation and regulation are the same conversation, and where a single clinical incident becomes a national story. Long buying cycles, senior sponsors, and work that recurs once it lands because the exposure never goes away.
Who signs: the superintendent or chief executive, marketing director, head of institutional relations, and the medical director as the clinical gate.
900 to 1,300
Brazilian hospital groups, health networks and health plan operators
Individual executives and spokespeople
Your second market and a genuinely separate one, as your own work with an executive spokesperson shows. The buyer is a person rather than a company, the budget sometimes sits with them and sometimes with their employer, and the decision is personal. Stated plainly: this group is not enumerated in any register, anywhere, which is exactly why it stays open.
Who signs: the executive themselves, their chief of staff, and the company head of communication when the company is the one paying.
No public register
identified one at a time from what people already do in public, by stage, byline and board seat

Where the openings are

1
Your two buyers arrive through two different doors. A corporate mandate comes in through the communication or marketing seat. Personal positioning comes in through the executive, and often through someone who has watched them speak rather than someone who has read a credentials deck. A referral channel usually opens one door at a time and rarely the same one twice.
2
This work is bought at a moment, not on a cycle. A new chief executive, a funding round, a first institutional board, a listing plan, a crisis, a leadership team that has just been told to be more visible. Those moments are visible from outside to anyone watching several thousand named companies, and invisible if you are waiting for the phone. Watching them is mechanical work, and it is the part a reputation cannot do for itself.
3
The executive market has no list, and that is the opportunity. Nobody can buy a file of leaders who want a public voice, so they are identified by what they already do in public: who is on a stage this quarter, who has just taken a board seat, who has started writing under their own name. It is tedious to assemble, which is precisely why almost nobody assembles it.
Built from public market data covering registered Brazilian companies and exchange filings, counts banded deliberately. Employee bands and sector codes are self-reported, so groups that operate across several sectors appear once under their primary code. Very small and owner-only companies are not consistently published. The market for individual executive positioning is not registered anywhere and is described rather than counted.
ENQUIRER CONSULTING GROUP
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