Over the last 2 weeks in Costa Rica I have completely changed the way I think about businesses. Before, I mostly viewed businesses through profitability and being the overall “best”/most popular. However, after visiting so many different organizations and farms, I realized that successful businesses can also prioritize environmental protection and community development. My project theme surrounding social enterprise and sustainable business became visible in almost every experience we had.
One of the experiences that impacted me was visiting Dos Pinos. Before the tour, I knew very little about how cooperatives and how they actually functioned. Learning that Dos Pinos began in 1947 with only 25 farmers and has now grown into a cooperative supporting over 1,300 farmers and producing more than 1.3 million liters of milk every day completely changed my understanding. What stood out most was the democratic structure of the company. Members contribute capital, vote on decisions, and share in the success of the business together. In the United States, most major companies are controlled by shareholders but Dos Pinos showed me a completely different approach where the people directly involved in production still maintain a voice. I also thought about the possible challenges of this system. Reaching consensus among many people can slow decision-making, especially in industries where companies need to move quickly to stay competitive. However, Costa Rica’s culture seems much more community-oriented making this type of structure successful.
Sibo Chocolate reinforced many of the same ideas through sustainability. One of the biggest ideas I took away from the tour was Julio’s “win-win-win” philosophy. He explained that businesses should create outcomes where suppliers, employees, customers, and the environment all benefit together. What stood out most to me was how Sibo creates packaging from discarded cacao shells instead of wasting them. That small detail reflected a much larger mindset about sustainability and finding value in every part of the production process. I was also interested in hearing how the company responded to the global cacao shortage caused by drought and climate issues. Even when cacao prices increased dramatically, Sibo continued prioritizing quality products and fair relationships with farmers rather than cutting corners. In many industries, businesses focus heavily on lowering costs as quickly as possible. Sibo instead showed how sustainability and ethical sourcing can strengthen a company’s reputation.
Another experience that expanded my understanding of sustainable business was the AMA tourism lecture in La Fortuna. Tourism businesses often receive criticism for harming the environment, but Mundo Aventura demonstrated how conservation itself can become part of a company’s business strategy. The company has protected over 1,300 acres of forest while building a successful tourism operation around ziplining, waterfalls, and outdoor experiences. Their mission focused on conservation. I also found it interesting that much of their success depends on customer reviews, travel agency relationships, and reputation. In a highly competitive tourism industry, businesses must constantly create meaningful experiences for visitors while still protecting the natural resources people come to see. This made me realize how interconnected Costa Rica’s economy is with its environment. Protecting nature is necessary for long-term economic success.
Lastly, the Monteverde Sustainability Institute lecture connected many of these experiences together by showing how deeply sustainability is integrated into Costa Rica as a whole. Learning that 26% of the country’s land is protected and that almost all of its electricity comes from renewable energy helped explain why sustainability is such an important part of Costa Rican businesses. Sustainability here is not treated as a marketing trend. Instead, it seems tied directly to the country’s culture and identity. Businesses and communities appear to work together toward long-term environmental goals.
One of the biggest cultural differences I noticed throughout this trip was Costa Rica’s emphasis on quality of life. Whether it was through our host families, local markets, tourism businesses, or large corporations, people consistently emphasized community and human connection. Costa Rica’s more relaxed pace, sometimes referred to as “Tico time,” contrasts heavily with the fast-moving business culture in the United States where efficiency and rapid growth are often prioritized above everything else. While this slower pace may sometimes reduce efficiency, it also creates more room for collaboration and sustainability between businesses and communities.
What will stay with me most after this experience is the understanding that every business decision reflects a company’s values. Dos Pinos choosing a cooperative structure, Sibo using cacao shells for packaging, and Mundo Aventura preserving forests were all intentional decisions that prioritized something beyond short-term profits. This trip showed me that businesses do not have to separate profitability from social and environmental responsibility. In many cases, those values actually strengthen long-term success. As I move forward in my future career, I want to think more critically about how businesses impact employees, communities, and the environment. Costa Rica challenged many of my assumptions and showed me that growth and responsibility can exist together.
