Written by Renzo Medina Paniccia, Office Administrator – Peru
The first 90 days in a new country are like your first days in an unfamiliar city: everything works… just not quite the way you expected. You know where you want to go, you have a plan, even a map. But suddenly, a road is closed, traffic doesn’t move as it should, and someone tells you “ahorita” with a smile you’re not entirely sure how to interpret.
Welcome to Peru.
For many foreign companies, landing in the country comes with enthusiasm, opportunity, and a fairly clear to-do list: set up the business, hire talent, start operations. On paper, everything looks organised. In practice, the first few months tend to be a mix of quick wins… and small surprises no one warned you about.
Because the real challenge isn’t entering the market —it’s understanding how to move within it. And that isn’t something you learn from a handbook, but from day-to-day experience: a meeting that starts five minutes late, a process that takes twice as long as expected, or an informal conversation that opens more doors than any corporate presentation.
The good news is that these “adjustment moments” aren’t obstacles —they are part of the process. And if you understand them early on, those first 90 days can become a strategic advantage rather than a frustrating learning curve.
Not everything works like it does in Excel (and that’s okay)
Before arriving, everything looks perfectly structured: clear timelines, estimated deadlines, defined steps. In Excel, everything fits.
In reality… things keep moving forward, just at their own pace.
A process may take a little longer than expected. A validation appears where you didn’t anticipate it. And an informal conversation can unlock something that had been stuck for days.
It’s not a lack of order —it’s simply that the system doesn’t always follow a straight line.
Trying to force everything to work exactly as planned often leads to more frustration than results. Those who understand that the process has a certain elasticity tend to move through it more effectively.
In Peru, the plan matters… but your ability to adapt it matters more.
Time works differently (and no, it is not about being late)
If you schedule a meeting at 9:00 a.m., it will likely start at 9:05… or 9:10 if coffee is involved.
For some, that is frustrating. For others, it’s simply the natural rhythm.
But here is the important part: that flexibility at the start does not mean a lack of commitment to the outcome. In fact, the work is often delivered just as well as (or even better than) expected.
It’s like traffic in Lima: unpredictable, yes… but everyone eventually gets there. Focus on results, not exact minutes.
Culture matters more than you think (much more)
You can have the best product, the best strategy, and the best technical team… but if you don’t understand how relationships are built in Peru, something won’t quite fit.
Here, an informal conversation can open more doors than a 20-slide presentation. A lunch can move things forward more than a formal meeting. And a proper greeting can completely shift the tone of a negotiation.
This isn’t protocol: it’s context. In Peru, trust is not a result of doing business… it’s the entry point.
Connections speed everything up (more than you imagine)
You may have everything in place: structure, budget, strategy. But without the right person at the right time, everything can feel slower.
Then someone says, “I’ll introduce you”, and suddenly everything changes.
It’s like walking into a party: you can arrive on your own and eventually find your way… or walk in with someone who introduces you, and within five minutes you’re speaking with half the room.
And it’s not just about opening doors —it’s about shortening the distance. A good contact doesn’t just provide access; they reduce timelines, prevent misunderstandings, and often save you from unnecessary steps.
Because in Peru, trust isn’t always built from scratch: it is often inherited through those who recommend you. Networking in Peru isn’t a bonus. It’s a critical part of the system.
Legal isn’t optional (or flexible)
If there’s one thing you can’t improvise in Peru, it’s the legal framework. Contracts, labour benefits, registrations, compliance… everything is regulated and, in many cases, quite clear (though not always simple).
Trying to “adapt” the rules to match how things work in your home country can be costly. Very costly. And the issue isn’t just the fine. It’s the time lost fixing things, the strain on your team, and, in some cases, the impact on your reputation as an employer or business partner. What may seem like a minor administrative detail for a foreign company can become a critical operational issue in Peru.
Get advice from day one. Legal is not where you want to learn through trial and error.
Your local team is your greatest asset (if you listen to them)
You may arrive with a flawless global strategy. But no one understands the terrain better than the people already working within it. A local team doesn’t just execute: they interpret, translate and anticipate. They know when something will work… and when something looks good on paper but won’t land in reality.
Ignoring that voice is like playing a match without listening to your own team: you’re just kicking blindly.
You’ve hired local talent. You also need to trust them.
Strategic patience (it’s not slowness, it’s adaptation)
The first 90 days can feel like a mix of quick progress and small frustrations.
But here’s the key point: what initially feels slow is often just a process of adjustment. And those who navigate it wisely end up building much stronger foundations. Peru is not a market where you rush blindly. It’s a market you understand, adapt to… and then grow within.
Don’t confuse speed with progress.
Conclusion
The first 90 days in Peru are not a test of endurance: they’re an opportunity to understand how the market truly works, how relationships are built, and how decisions are made.
Companies that adapt early will avoid mistakes, and find that they move faster, with less friction, and with far more aligned teams.
In Peru, it’s not about who arrives first. It’s about who learns to manage and work within the culture better, rather than trying to implant it from the outside.