Life is a series of chances and opportunities that you can either grab or watch slip by. In this particular case, JES International came to be due to many seized opportunities. The establishment and growth of JES International have not been without setbacks; however, the family-owned venture has managed to shake every obstacle and continue to thrive.

JES International Group was established in 1996 as a company that deals in reefer trailers, reefer units, dry vans, gen-sets, and travel trailers. The key management, Samir Nazar and Jose Nazar, envisioned a family business that would provide the best services for their clients. True to their vision, JES International became a leader in the industry. Their dedication to quality service, products, and competitive prices made them a go-to for many customers. 

Over the years, JES International Group has evolved from a humble family-owned business into the international corporation it is today. The corporation is the number one seller of reefer trailers in all of South America. This has made them the number one choice for customers, a position that they have toiled to earn.

For nearly 20 years after its launch, JES international was run as a family business with no scaling plans. However, in 2014, Samir Nazar thought of joining forces to grow the company. He took this opportunity to explore his entrepreneurial spirit and wanted to unlock the next stage for the company his father had established.

The growth of JES International didn't happen overnight. Samir explains that it took a lot of work to move the business to the next level. One of the biggest challenges he faced was dealing with factors beyond his control. He explains that there are so many variables in business which makes it difficult to be 100% sure about anything. However, by relying on his experience and expertise, as well as support from his family and team, JES International became the glorious venture it is.

At the top of any plans to scale a business sits client satisfaction and customer service. Samir explains that if you fail to get these two right, even the most airtight business model will fail.