The magnitude 7.4 earthquake struck on August 10, centered near San José del Palmar, in Chocó, killing at least 111 people on its first day, according to Finance Colombia’s coverage of the disaster, which also drew $1.3 billion USD in international pledges in the weeks that followed, Finance Colombia reported at the time. Colombia’s disaster-management agency, UNGRD, put the toll at 331 deaths, 111 people still missing and 36,326 homes completely destroyed as of a September 7 update — the same day as the Chocó summit — according to Semana.

Officials are calling the new initiative Colombia’s own “Plan Marshall,” a reference to the US-funded program that rebuilt Western Europe after World War II. The goal, De La Espriella’s government said, is not simply to repair what the earthquake destroyed, but to use the reconstruction to close Chocó’s longstanding economic gaps and draw new investment to one of the country’s poorest departments.

“I don’t want 100 small, scattered initiatives, each going its own way, with every ministry announcing its own program,” De La Espriella told the assembled executives, according to Valora Analitik. “We are going to do proper planning, set clear priorities, secure the resources we need and, as a government, I am committing to stay on top of execution so that things actually happen.”

Among the projects announced is the Malecón Gastronómico de Quibdó (Quibdó Gastronomic Waterfront), a new promenade along the Atrato River in the departmental capital meant to revive tourism and commerce there. Chocó Governor Nubia Córdoba said financing for the project is guaranteed through contributions from the business sector, according to El Colombiano. A separate $1 trillion COP infrastructure and connectivity package will fund five road projects to improve Chocó’s links to the rest of the country, split evenly between Colombia’s works-for-taxes program and direct private investment, according to Valora Analitik.

The strategy contemplates new commercialization opportunities for Chocó producers, through direct-purchase mechanisms that will connect local production with large business chains. (Photo courtesy Presidencia de la República)

A $5 billion COP seed-capital fund, channeled through iNNpulsa Colombia with contributions from Colombina (BVC: COLOMBINA), Bancolombia, the banking arm of Grupo Cibest (NYSE: CIB; BVC: CIBEST), and Tecnoglass (NASDAQ: TGLS), is intended to benefit roughly 1,000 entrepreneurs affected by the earthquake, with about $5 million COP going to each business, Commerce Minister Gómez Amín said, according to El Colombiano.

The Ministerio de Comercio, Industria y Turismo (Ministry of Commerce, Industry and Tourism), known in Colombia as MinCIT, is leading several of the measures aimed at accelerating the region’s economic recovery. Nuquí and Bahía Solano, two Pacific coast municipalities in the earthquake-affected zone, were selected for a tourism-development push under what officials are calling a “Pueblos Milagro” strategy, backed by Fontur — the Fondo Nacional de Turismo (National Tourism Fund) — and the Fundación Santo Domingo.

Tourism is one of the strategic sectors of the agenda for Chocó, with the strengthening of tourist destinations such as Nuquí and Bahía Solano, selected among the municipalities in the affected zones that will be supported through Fontur. (Photo courtesy Presidencia de la República)

Companies including Olímpica, Grupo Nutresa (BVC: NUTRESA) and Colombina pledged to buy directly from Chocó producers, aiming to connect them with larger markets, the government said. Separately, officials said they will promote sales of biche, a traditional Pacific-coast spirit made by Chocó producers, through the Central Mayorista de Antioquia wholesale market in Itagüí, near Medellín.

The package also includes financial-inclusion measures, 100 scholarships for young Chocoanos — 50 of them pledged directly by Grupo Nutresa, according to Valora Analitik — solar-power generation for Pacific communities, a special regime meant to formalize small-scale mining, and a special tax and legal regime the government says is designed to attract private investment to the department. Officials also said they will study the feasibility of an interoceanic canal or a rail corridor linking the Urabá region with a deep-water port on Chocó’s Pacific coast.

De La Espriella framed the plan as a long-term commitment rather than a one-time relief effort.

“Chocó was not born to be poor. We are not simply going to rebuild what was lost — we are going to connect the department, attract investment, generate jobs and open opportunities. Government and business are united so that this time, promises become facts.”

— President Abelardo De La Espriella

Commerce, Industry and Tourism Minister Mauricio Gómez Amín said the government wants the reconstruction to leave a lasting economic footprint: “We have a historic opportunity to turn reconstruction into development. The challenge now is to translate these commitments into investment, jobs, new markets and concrete results for the people of Chocó.”

According to Valora Analitik, the business leaders who met with De La Espriella included Alejandro Santo Domingo of Valorem; brothers Jaime and Gabriel Gilinski of Grupo Gilinski; a representative of the Organización Ardila Lülle; David Vélez, founder of Nubank‘s parent, Nu Holdings (NYSE: NU); Bancolombia chief executive Juan Carlos Mora; Fuad Char of Olímpica; Colombina’s César Caicedo; Tecnoglass’s Christian Daes; and Miguel Cortés Kotal of Grupo Bolívar (BVC: GRUBOLIVAR).

Headline photo:Commerce, Industry and Tourism Minister Mauricio Gómez Amín speaks on the Chocó reconstruction plan.

Cartagena’s hotel occupancy fell to 65.04% in July 2026, the lowest reading for the month in three years, according to the monthly report from Cotelco’s Cartagena and Bolívar chapter, based on its Sistema de Información Hotelero (Hotel Information System, SIH). The decline came as Colombia’s historically strong peso made the city measurably more expensive for the foreign travelers who make up most of its hotel guests, according to national economists and industry groups. The July figure is down from 69.08% in July 2025 and 68.63% in July 2024, reversing last year’s gain and marking the weakest July in the three-year comparison the chapter tracks.

Revenue per available room, the metric hoteliers watch most closely because it combines both occupancy and rate, told a starker story than occupancy alone. Cartagena’s July RevPAR fell to $349,429 COP, down 11.5% from July 2025’s $394,713 COP and below the July 2024 level of $357,995 COP as well, making it the lowest of the three years measured. Average daily rates held up better, easing to $537,271 COP from a July 2025 peak of $571,376 COP but still running 3% above July 2024’s $521,601 COP.

The occupancy decline traces almost entirely to foreign visitors. Cartagena’s hotels hosted 42,786 international guests in July 2026, down 10.8% from 47,950 in July 2025 and 11% from 48,097 in July 2024. Domestic guest arrivals moved the opposite direction, rising 5.5% to 29,811 from 28,262 a year earlier. The shift pulled foreign travelers’ share of Cartagena’s hotel guest mix down to 59% in 2026 from 62.91% in 2025, the lowest share the chapter has recorded in its three-year comparison.

The currency move behind that shift has been unusually large. The Colombian peso strengthened to its firmest levels against the dollar since April 2019 during July 2026, according to Banco de la República (Colombia’s central bank), whose Tasa Representativa del Mercado (Representative Market Rate, TRM) tracks the peso’s value against the dollar. Alejandro Rojas, senior economist at Banco de Bogotá (BVC: BOGOTA), put the year-over-year revaluation at roughly 20%, which combined with local service-sector inflation running near 10% — driven in part by this year’s minimum-wage increase — to raise the effective cost of a Colombia trip for a foreign visitor by close to 30%, he said in an interview with Bloomberg Línea. Rojas said national hotel revenue, tracked by the Departamento Administrativo Nacional de Estadística (National Administrative Department of Statistics, DANE) through its Encuesta Mensual de Alojamiento (Monthly Lodging Survey), fell 3.6% year over year in December 2025 and deteriorated further to a 6.9% decline by May 2026. Nationally, nonresident visitor arrivals fell 1.6% between January and May 2026 compared with the same period of 2025, according to Anato, Colombia’s national association of travel and tourism agencies, cited by La República.

“The peso’s strength against the dollar is having a direct effect on the dynamics of tourism,” Anato president Paula Cortés Calle told Bloomberg Línea. “While it favors Colombians’ travel abroad, it also takes away Colombia’s competitiveness as a destination for international travelers compared to other countries in the region.” Cortés Calle added that Colombia still has a strong tourism offering and good air connectivity, and that the challenge is strengthening international promotion and competitiveness to convert those strengths into growth in inbound tourism.

“The peso’s strength against the dollar is having a direct effect on the dynamics of tourism.”

— Paula Cortés Calle, president, Anato

Not every analyst treats the currency as decisive on its own. Juan David Ballén, director of economic and market research at Aval Asset Management, told Bloomberg Línea that the dollar has weakened globally this year and that the peso has appreciated by more than the global average, but that currency movements alone are unlikely to redirect Colombia’s tourism trend unless the appreciation proves large and sustained. Improving security conditions and a strengthening tourism offering, he said, could offset some of the relative cost increase.

Cartagena’s year-to-date numbers show the deterioration is broader than a single month. Accumulated occupancy from January through July 2026 fell to 63.08%, down from 70.19% over the same period in 2025 and, notably, below the 67.97% recorded in 2024 — the first time in the three-year series that year-to-date occupancy has fallen under the 2024 baseline. Accumulated RevPAR fell for a second consecutive year, to $379,436 COP from $402,337 COP in 2025 and $432,821 COP in 2024, even as accumulated average daily rates recovered somewhat to $601,540 COP from $573,176 COP in 2025.

The decline was not evenly spread across the city. Centro Histórico y Getsemaní, Cartagena’s walled colonial core, absorbed the steepest drop, with July occupancy sliding to 46.45% from 56.73% in 2025 and 57.88% in 2024. The Islas zone fell to 59.61% from 68.50%. The high-rise Moderna district and the Norte zone held up better, slipping only modestly to 72.26% and 67.22%, respectively. Pie de la Popa y Manga was the lone zone to improve, rising to 69.66% from 65.41% in 2025.

Regionally, Cotelco’s Cartagena and Bolívar chapter posted 50.79% occupancy in June 2026, the most recent month for which chapter-to-chapter comparisons were available, placing it third among four Caribbean and insular chapters — behind Magdalena’s 58.55% and San Andrés y Providencia’s 54.03%, and ahead of only Atlántico’s 49.83%. Nationally, Cartagena and Bolívar ranked second among the five chapters Cotelco compared, trailing only Bogotá’s 53.47% and ahead of Atlántico, Antioquia’s 48.43% and Valle del Cauca’s 46.90%.

The Cartagena and Bolívar chapter is led by board president Edilson Posada Bermúdez, general manager of the Hotel Almirante Cartagena.

Headline photo: Cartagena Colombia – photo credit Loren Moss

Colombia’s tourism trade associations have ratified that the sector’s impact will be measured on indicators beyond visitor volume, following a meeting between Vice Minister of Tourism Julián Franco Restrepo and representatives of the industry guilds, the Ministerio de Comercio, Industria y Turismo (Ministry of Commerce, Industry and Tourism, MinCIT) announced on September 1, 2026.

According to the ministry, the guilds ratified that the sector’s performance will be judged on effective visitor spending, socioeconomic opportunities in the regions, sustainability, the positioning of Colombian gastronomy, and tourist security, rather than on visitor volume alone. Among the strategic themes discussed, the ministry highlighted the goal of establishing tourism as a cross-cutting policy for regional growth and formal job creation.

The meeting was convened on the instruction of Minister of Commerce, Industry and Tourism Mauricio Gómez Amín, a Barranquilla attorney and former senator who, according to El Tiempo, was named to the portfolio in July by then President-elect Abelardo de la Espriella. The ministry described the session as a first-hand review of what is working in each segment of the industry, the priority needs identified, and the route the government intends to follow for the sector. It did not publish a list of the associations that attended.

“We want tourism to be the great engine of economic and social development for the country. This listening exercise allows us to chart a clear, shared route toward building a stronger, more coordinated industry with a real vision of the future,” said Franco Restrepo.

The Fondo Nacional de Turismo (National Tourism Fund, Fontur), the ministry’s financing and promotion arm, committed at the meeting to put its technical, promotional, and infrastructure-investment capacity behind the priorities the guilds identified. The ministry said Fontur will prioritize the recovery of the departments affected by the August 10 earthquake while continuing development projects and investment in the rest of the country. The ministry did not announce specific measures, funding amounts, or a timeline.

The magnitude 7.4 earthquake, with its epicenter near San José del Palmar in Chocó, struck western and southwestern Colombia on August 10, 2026, and initial assessments reported 472 municipalities affected. According to an August 18 report from the Unidad Nacional para la Gestión del Riesgo de Desastres (National Unit for Disaster Risk Management, UNGRD) cited by Infobae Colombia, the earthquake left 304 dead, 4,548 injured, 426 missing, and 292,043 people affected, figures the UNGRD said could change as field verification continued. Infobae, citing the Asociación Colombiana de Ciudades Capitales (Colombian Association of Capital Cities, Asocapitales), reported that Cali and Pereira recorded the heaviest loss of life and infrastructure collapses among the capital cities.

Pereira’s Matecaña International Airport, which Infobae reported was operating under restrictions at the time, has since reopened gradually. According to MinCIT, the airport received approval from the Aeronáutica Civil (Civil Aeronautics, Aerocivil) on August 22 and was handling an average of 18 flights a day with four airlines as of August 29, with full capacity expected within an estimated two months.

In an interview with Valora Analitik published August 28, María Isabel Campo, general manager of Fontur, said the fund will concentrate over the coming months on reconstruction in five departments hit by the earthquake: Quindío, Risaralda, Valle del Cauca, Chocó, and Caldas. She said Fontur has an emergency line but that it was not set up in anticipation of a tragedy like the earthquake, and that the fund is reviewing its competitiveness and infrastructure lines to finance the reconstruction of damaged tourism infrastructure. Campo also said the fund would work with the Servicio Nacional de Aprendizaje (National Learning Service, SENA) and the private sector on tourism training, and would help smaller municipalities structure projects.

At least one guild has already put specific requests to the government. At the 30th National Congress of Travel and Tourism Agencies in Barranquilla, which closed on August 28, the Asociación Colombiana de Agencias de Viajes y Turismo (Colombian Association of Travel and Tourism Agencies, Anato) presented proposals based on an assessment of its member agencies and other operators in Chocó, Valle del Cauca, Risaralda, Quindío, and Caldas. According to El Espectador, the proposals include subsidies to preserve jobs, a reduction of the value-added tax on air tickets, lodging, and tour packages, special credit lines, tax relief, and more flexible commercial penalties.

Speaking at the same congress on August 27, Franco Restrepo outlined what he called four engines for the sector: confidence, covering security, confidence in service, fair pricing, and institutional trust; experiences, built around tourism corridors and product design; a tourism intelligence center to support data-based decisions; and scale in both infrastructure and promotion. According to El País of Cali, the vice minister told the congress that the main indicators for travel agencies fell in the first half of 2026, and that the country’s roughly 18,000 agencies represent 15% of registered tourism providers and more than 30,000 jobs.

Franco Restrepo served for nine years as secretary of tourism for the department of Valle del Cauca before his appointment to the vice ministry, according to El País. The ministry said the joint work among MinCIT, Fontur, and the guilds is meant to lead to concrete actions to strengthen the sector’s development.

Headline photo: Tourism guild representatives and MinCIT officials after the September 1, 2026 meeting. (Photo courtesy MinCIT / Lincoln Acevedo)

Colombia recorded more than 24 million non-resident visitors during the current presidential term and generated close to $34.43 billion USD in foreign exchange from travel through December 2025, figures released by the Ministry of Commerce, Industry and Tourism (Ministerio de Comercio, Industria y Turismo, or MinCIT) show. The ministry says tourism has become one of the country’s largest sources of foreign exchange, surpassing traditional export sectors such as coal and coffee.

“Today, Colombia demonstrates that it can also generate wealth from its biodiversity, its cultural heritage, the quality of its services and the talent of its people.” -Diana Marcela Morales, Former Minister of Commerce, Industry and Tourism

The figures were presented during the Foro Internacional de Turismo: Colombia, un destino por explorar (International Tourism Forum: Colombia, a Destination to Explore), held in Bogotá on July 15. The event brought together tourism associations, business leaders, academics and government officials to discuss the sector’s performance and future, including regenerative tourism, artificial intelligence, smart mobility and innovation in visitor experiences.

Promoted under the campaign Descubre la Diversidad de Colombia, El País de la Belleza (Discover the Diversity of Colombia, the Country of Beauty), the ministry reported that more than 24 million non-resident visitors arrived during the administration of President Gustavo Petro, representing a 109% increase compared with the previous equivalent period. Of those arrivals, 14.8 million were foreign visitors.

According to the Banco de la República, Colombia’s central bank, tourism generated approximately $34.43 billion USD in foreign exchange through December 2025, exceeding revenue from coal and coffee exports. Tourism has also become the country’s largest services export, with 57% of services export earnings coming from the sector.

“For decades, much of the country’s capacity to generate foreign exchange was tied to the export of raw materials,” Former Minister of Commerce, Industry and Tourism Diana Marcela Morales said. “Today, Colombia demonstrates that it can also generate wealth from its biodiversity, its cultural heritage, the quality of its services, the talent of its people and the confidence that millions of people place in choosing the country as a destination. Tourism expresses, perhaps like few other sectors, that transition toward a more diversified economy with greater added value.”

Employment has also expanded alongside visitor growth. Figures from DANE (Departamento Administrativo Nacional de Estadística, Colombia’s National Administrative Department of Statistics) show that accommodation and food service activities supported approximately 1.8 million jobs in February 2026, a 15% increase compared with the same period in 2019. During 2025, the sector accounted for 4.4% of Colombia’s national value added.

International demand has continued to grow during 2026. In the first quarter, more than 368,000 international airline tickets were sold with Colombia as the destination, representing a 16.7% increase over the previous year. The largest source markets were the United States, Brazil and Mexico.

During the first two months of 2026, approximately 10 million passengers traveled through Colombia’s airports, an 8% increase across domestic and international traffic. Between January and March, the country received 1.58 million non-resident visitors.

The government has also expanded tourism investment beyond major destinations. MinCIT reported that infrastructure projects—including trails, docks, boardwalks and gastronomic plazas—have reached 699 municipalities, representing 63% of Colombia’s territory. According to the ministry, 207 municipalities received tourism investment for the first time.

The ministry also said tourism initiatives now cover all 140 municipalities included in Colombia’s Programas de Desarrollo con Enfoque Territorial (Development Programs with a Territorial Focus, or PDET), a post-conflict development framework for areas historically affected by armed conflict. Through its Turismo para una Cultura de Paz (Tourism for a Culture of Peace) strategy, more than 999 businesses have joined the Colombia Destinos de Paz (Colombia Peace Destinations) certification.

“Unlike other economic activities, whose benefits tend to concentrate in specific production centers, tourism generates value precisely where a country’s natural, cultural and historical heritage is located,” Morales said. “It is a bridge that connects different cultures and brings opportunities to intermediate municipalities, strengthens rural economies, energizes small businesses and creates incentives to conserve what makes each territory unique.”

Headline Photo: Beachside in Barú, Colombia (photo by Loren Moss)

Historically, not only in Colombia but around the world, incoming presidents and prime ministers typically achieve only a fraction of what is promised during their campaigns. Even if 30% of commitments are delivered, Abelardo could still disappoint some of his supporters, particularly those in Medellín who became deeply disaffected with Gustavo Petro’s administration. Ultimately, only time will tell. Much has been promised, but the pudding still has to be proven.

One major challenge will be the currency, which has moved to levels not seen in many years. The peso reached COP 3,100 against the dollar on Friday, and while many had feared a move toward COP 3,000, the surprise decision by Banco de la República to leave interest rates unchanged at 12%, despite rising inflation, quickly reversed that trajectory. COP 3,200 appears possible as the week begins.

These are extremely challenging levels for exporters and, in turn, for Abelardo, who has promised a golden age for overseas sales. Key sectors such as coffee and flowers have already publicly expressed concerns about declining competitiveness. Even if the new administration succeeds in creating a new oil boom, revenues generated at current peso levels will be significantly lower than anticipated.

The past four years have been dominated by discussions around debt and deficits, which economists understand are the cumulative result of decisions made by previous governments. These pressures are unlikely to ease if the peso remains at current levels.

Consumer confidence from Fedesarrollo remains solid. Retail sales are supporting imports of durable goods, particularly vehicles and electronics, adding more than $1 billion USD to the monthly deficit.

Other sectors likely to feel pressure include tourism and real estate, both of which have experienced significant growth in recent years. Colombia has become an increasingly fashionable destination, and many visitors have later returned to invest in houses and apartments. Today, however, those investments have slowed, while visitors are finding hotels, restaurants and excursions considerably more expensive than they were two years ago.

The reasons behind the peso’s current level are many, but a key factor has been investment flows into Colombia’s attractive local TES bond market through carry trade strategies. That said, profit-taking could soon emerge, particularly if investors begin positioning for a stronger dollar.

Let’s see how “The Tiger” addresses the challenge.

My regards,

Roops

Colombia’s Civil Aviation Authority (Aerocivil) has granted ALMA Air S.A.S. a Provisional Operating Permit as a non-scheduled public air carrier, marking a significant step toward the return of amphibious aviation services in the country.

The approval allows ALMA Air to continue advancing toward commercial operations for passenger, cargo, and mail air taxi services, following more than two years of technical preparation, operational testing, and coordination with Colombian authorities.

The company’s planned amphibious aviation model is designed to connect regions that may have limited access to traditional airport infrastructure, while creating new opportunities for tourism and regional connectivity.

“The decision confirms that the company has satisfied the requirements necessary for the issuance of the Provisional Operating Permit and represents a significant step forward in the regulatory process, enabling ALMA Air to continue advancing toward the commencement of its commercial operations.” – ALMA Air

More than 75 water operations completed during testing

As part of the approval process, ALMA Air conducted an operational testing programme in Ayapel, Mompox, and the Guatapé Reservoir, evaluating the procedures required for amphibious aircraft operations in Colombia.

According to the company, the programme included more than 75 water takeoffs and landings, completed without accidents, incidents, injuries, aircraft damage, or harm to third parties.

The testing evaluated key operational areas that include flight procedures, risk management protocols, coordination with relevant authorities, and the implementation of the company’s Safety Management System (SMS).

ALMA Air said the exercises also provided technical information to support the development of coordination mechanisms between aviation authorities and other institutions responsible for activities on inland waterways.

A new transport option for Colombia’s regions

Amphibious aircraft can operate from both conventional runways and bodies of water, creating potential connectivity solutions for destinations where traditional airport infrastructure may be limited.

ALMA Air’s proposed operations are focused on expanding access to riverside communities, tourism destinations, and other areas where alternative transport options could support economic activity.

The company believes amphibious aviation could complement Colombia’s existing air transport network by providing greater flexibility for regional travel.

Two years of regulatory and technical development

The provisional permit follows an extended development process involving private investment, aircraft testing, regulatory reviews, and collaboration with government institutions.

ALMA Air recognized the work of Aerocivil, the Ministry of Transport, inspectors, technical teams, and other public officials involved in supporting the initiative.

The company will continue working through the remaining operational steps required before commercial services begin, as it moves toward introducing amphibious air transport as a new option within Colombia’s aviation sector.

Colombia continued to diversify its export base in the first quarter of 2026, with nearly two of every three dollars earned from foreign sales now coming from non-mining and non-energy goods and services.

Services exports reached $5.34 billion USD between January and March, up 11.3% from $4.8 billion USD in the same period of 2025, according to balance-of-payments data from the Banco de la República (Colombia’s central bank) analyzed by the Ministerio de Comercio, Industria y Turismo (Ministry of Commerce, Industry and Tourism).

“Colombia is building a more complex international integration, with greater added value and less concentration in the mining and energy sectors.” — Diana Marcela Morales Rojas, Minister of Commerce, Industry and Tourism

Combined with $6.48 billion USD in non-mining, non-energy goods exports, the country’s non-mining export basket totaled $11.82 billion USD. That represented 61.7% of Colombia’s total exports for the quarter, above the 55.8% target set for 2026.

“We are advancing a productive transformation aimed at broadening and adding sophistication to the country’s exportable supply, strengthening business and regional capacities, and diversifying the sources of foreign-exchange generation,” said Diana Marcela Morales Rojas, Minister of Commerce, Industry and Tourism. “The results show that Colombia is building a more complex international integration, with greater added value and less concentration in the mining and energy sectors.”

Tourism has driven the 11.3% increase in Colombian service exports this year. Stock photo by Norbert via Pixabay.

Tourism powers services exports

The increase was driven mainly by tourism-related activity, particularly travel and transport, which together accounted for 67% of services exports between January and March. Within transport, passenger transport was the main driver of the growth.

Travel, which made up 50.1% of the services export portfolio, generated $2.68 billion USD in the quarter, a 9.5% increase over the first quarter of 2025. Transport accounted for 16.8% of services exports, reaching $898 million USD, up 11% year over year.

The third-largest category was other business services, at 16.4% of services exports. The segment, which covers trade-related technical services along with consulting and business support, exported $874.7 million USD in the quarter, up 11.7% from a year earlier.

Headline image:Stock photo by Rudy and Peter Skitterians via Pixabay.

Commercial seaplanes have returned to Colombia after a seven-decade absence, with the arrival in Medellín of the first amphibious aircraft in ALMA Air‘s fleet — a milestone for the country’s aviation sector, tourism industry, and regional connectivity.

Click above to watch the full interview

The aircraft departed from Fort Pierce, Florida, and made stops in the Bahamas, Jamaica, and Panama before landing in Medellín, completing a 1,555-nautical-mile journey over roughly 11 hours of flight. Three pilots took turns operating the crossing, and ALMA Air CEO Rupert Stebbings joined the aircraft in Panama for the final leg into Colombia.

With the arrival, Medellín becomes ALMA Air’s first base of operations as the company advances a plan to expand to Cartagena during 2026. The initiative aims to reshape air mobility in Colombia through amphibious connections to tourist destinations, coastal areas, and territories that are otherwise difficult to reach.

“Today we are not just bringing an aircraft to Colombia; we are giving the country back a way to connect with its geography, its tourism, and its enormous natural potential.” — Rupert Stebbings, CEO, ALMA Air

Although the company has already completed technical training and maintenance reviews abroad, it is now entering a key phase of coordination with Colombian authorities. ALMA Air said it will work alongside the country’s civil aviation authority, the Aeronáutica Civil, to ensure that the return of seaplanes operates under the highest operational safety standards — something the company describes as an essential part of its corporate DNA.

In parallel, the carrier will pursue approvals with agencies including the maritime authority Dirección General Marítima (DIMAR), the Ministerio de Transporte, and various municipalities to obtain the permits required at future water-landing sites. Among the first zones projected for operation are Barú, the Pacific coast, Guatapé, Ayapel, and Mompox, with the company noting that additional destinations across other regions will follow.

“Today we are not just bringing an aircraft to Colombia; we are giving the country back a way to connect with its geography, its tourism, and its enormous natural potential,” said Rupert Stebbings, CEO of ALMA Air. “This flight represents years of preparation, investment, and technical work to ensure that the return of seaplanes is done to the highest standards of safety and sustainability. Colombia has coastlines, rivers, lakes, and unique destinations that deserve new mobility alternatives, and at ALMA Air we believe we are about to open a new chapter for the country’s regional and tourism aviation.”

ALMA Air added that its team and operations are fully structured and that it is in the final stretch of obtaining its Air Operator Certificate (AOC), the indispensable requirement for beginning commercial service. Once that process is complete, the company expects to open a new era for tourism and regional aviation in Colombia, offering travelers a transport experience it describes as innovative, efficient, and connected to the country’s natural richness.

ALMA Air, established by Irelandia Aviation, first detailed its Colombia plans to Finance Colombia in an earlier exclusive interview with Stebbings.

Alma Air’s 1st Cessna Grand Caravan Seaplane (photo: Loren Moss)

Colombia’s economic landscape is undergoing a profound transformation, driven not only by institutional shifts but by the indomitable spirit of its local entrepreneurs. The story of Julio Jiménez, founder of American Visa Hotel, serves as a powerful testament to the social mobility and resilience defining the country’s modern business narrative. From selling empanadas as a child to managing a diverse portfolio of hospitality and logistics assets, Jiménez embodies the grit that is reshaping the nation’s service sector.

Click above to watch the video!

In this exclusive interview, Loren Moss of Finance Colombia sits down with Jiménez at his newest property, Destino. Their conversation covers a journey of hardship, recovery, and a radical commitment to social responsibility that challenges traditional corporate models. For the international investment community, Jiménez’s trajectory offers a window into the burgeoning mid-market hospitality segments that are being built on authentic local experience and a rigorous focus on consumer security.

This evolution is particularly evident in his recent move to professionalize the transportation industry at El Dorado International Airport. By integrating technology and hospitality standards into the taxi sector, Jiménez is working to eliminate the friction points that historically deter foreign business travelers. It is a narrative of redemption and professionalization that highlights why Colombia continues to maintain its competitive edge in the regional tourism market.

Finance Colombia: I’m here with Julio Jiménez, the founder of American Visa, and here we are in one of his American Visa hotels, ‘Destino.’ And it’s an interesting name that the company has but the most fascinating thing is your history. Tell me how you started in business. Very young, right?

Julio Jiménez: Yes, since I was 8 years old. I had a struggle, grieving when my father separated from my mother. Four brothers stayed practically in one room, in one bedroom. Five people: my mother, my four brothers; struggling a lot, because of the separation. And from there we started working, because since then I started doing business, since I was 8 years old.

Finance Colombia: Wow, and what was your first business?

Julio Jiménez: My first business was to tell the principal of the school where I studied that we didn’t have anything to eat, and she should let us sell some empanadas, we had empanadas for sale and I started selling empanadas in the Cooperative at the age of 8 years old.

Finance Colombia: And that was here in Bogotá?

Julio Jiménez: In Bogotá.

Finance Colombia: Okay, and after that you started to work at the airport, right?

Julio Jiménez: Well, the bad thing about the empanadas was that I stayed with the empanadas until I was 19 years old. I saw money; I didn’t study anymore. I wasn’t inclined to study, I left after 5th grade but I started selling empanadas at the age of 10, 12, 14 years old and I was able to develop my mind, because I had a stand of empanadas in a corner where I was serving 50 people at once.

Finance Colombia: Wow.

Julio Jiménez: Taxi drivers, regular people, would come to my empanadas stand where I had two soda cases, 300 empanadas, butter, dough and a lot of people talked to me at the same time and I didn’t write anything down. I had a mind where… I knew you ate beef, chicken, a Hawaiian and you ate, and you ate… So I talked to 50 people at once and I was able to develop my mind, a photographic memory, a unique memory. Math is adding and subtracting, just that: to add, subtract, divide and multiply, and I developed my mind. After being an empanadas vendor, at the age of 19, I got married. I started gambling, I got addicted to it. When as a child you see money, and you don’t have a guide, a guide on how to manage finances, how to save money well… Money has chased me all my life, the money, the business, but I’ve been a bad administrator. I fell into gambling since I was 12 years old. Problems with ludomania, addiction, ludomania is the game: casino, gambling.

Finance Colombia: Yes, yes.

Julio Jiménez: Only 3 years ago I recovered from gambling. But the issue here that I want to tell you about is that I had many struggles in my life: hardship, hardship and more hardship. But from hardship something good always comes out. The teachings of each mark, of each wound, of each blow. Then I became a taxi driver at 21 years old, and I drove taxis for 14 years. As a taxi driver, I understood and I knew that I was very good with numbers and with the auditory part, and so I had three radio phones in my taxi listening to where they asked for taxis.

Finance Colombia: Yes.

Julio Jiménez: One here, another here, and I went around all of Bogotá driving but also getting to know people and listening. I’ve been very good at listening. I’ve never read, now I’ve read the Bible, but I’ve never read. But I listened, I listened when people get upset, I listened when people have good energy, when people are positive, when they are negative. And all that I learned in my taxi. Until I saw the El Dorado airport. Because of the people I took to the airport. I’d get to the airport, they’d get off my taxi, but someone else would come and say, “Hey, take me to the hotel.” And the hotels I would take them to, 15 years ago… As a taxi driver, they asked me for hotels. I took them to hotels where they gave a commission to the taxi driver, a commission of, I don’t know, at that time it was 30,000 COP, it was 10 USD today. I’d get to the hotels, they gave me my commission, 2 or 3 a day. I wondered, “What do the people that stay at the airport do?” I dared to let go of my taxi, which was what I knew how to do. I know how to do 3 things in life: drive a taxi, sell empanadas and sell hotels. That’s my art, what I learned. I let go of my taxi and I started selling hotels at the airport. I went from a taxi driver, to getting out of it, asking for permission to a hotel at that time, 15 years ago, I said, “Give me a certificate and back me up so I can be at the airport with a sign-”

“When you dedicate yourself to serve, to help, to protect. That is the motto of the American Visa company.” — Julio Jiménez, Founder of American Visa Hotel.

Finance Colombia: ‘And I’ll get you customers.’

Julio Jiménez: Lorenzo you need a hotel, I have a hotel near the airport, I’ll take you, bring you back, give you food, the entire service. And I started, and like me there were already 200 people working in different shifts, it was a closed circle, that business has been there for 40 years, at the airport. It’s called informalism, being touts. Those that when you get off, “I have the Uber, I have the Uber.” In the whole world, even in China, there are airport touts. So I started selling hotels and it turns out that they are talking to the best speaker, because my God gave me a gift to know how to express myself, to know how to convince and I started selling hotels and I sold 15 rooms daily, when I started 15 years ago, and 15 rooms with 50 percent commissions…

Finance Colombia: That’s very profitable.

Julio Jiménez: Profitable, tempting, but there is also indiscipline, because 15 years ago I wasn’t very disciplined. I was still doing drugs, gambling, alcohol, women, treachery, learning. For me it was easy to earn 500 USD a day in commissions but it was also easy to spend them in one hour.

Finance Colombia: Easy come, easy go.

Julio Jiménez: Correct.

Finance Colombia: You still didn’t have discipline to save.

Julio Jiménez: No, I was paving the road, as I always say, I always had that hardship. The ludomania, addiction management, gambling management, emotions management. I was hospitalized for 4 months in a clinic 14 years ago for gambling management. I committed myself for 4 months in a clinic for addiction management because I got obsessed with gambling.

Finance Colombia: And how did you get over that eventually?

Julio Jiménez: Look, I spent 4 months with psychology, psychiatry in the clinic, here in Bogotá, my diagnosis wasn’t bipolar, it wasn’t schizophrenic but it was compulsive gambler, and that is the worst of all.

Finance Colombia: Addicted to dopamine.

Julio Jiménez: To dopamine, serotonin, endorphins. Everything, everything, everything, has to be like this. And the compulsive gambler risks everything, he does not lose, he plays everything. Unfortunately that was almost all of my life. Many pitfalls and many defeats, since very young the money came to my life and I didn’t know how to handle it, then I met the Lord when I met Jesus Christ… 3 years ago I fell to the feet of Jesus before the pandemic. 6 years ago I had a business opportunity, I left the airport when the pandemic came, I started with a small hotel of 12 rooms, the pandemic came and everything broke. When they reopen hotels, it takes me out of the airport. At the airport they did not want to see me because of a betrayal. I set up a business in the airport before the pandemic, a special transport business of white cars (formalized, legal transportation), and the people in the airport with whom I set up the business betrayed me, he remained because he was a lawyer and I had nothing. He ran things there, and they said, “Julio, don’t call us, we will call you.” They removed me from the airport. I went to the transport terminal.

Finance Colombia: In Salitre, yes.

Julio Jiménez: That’s where I worked as a tout. “Hotel, hotel!” It wasn’t the airport but it was a terminal. We start the travel agency American Visa Tours. It still exists. It is a long story, it would take two hours to tell it because it is already edited even for a book, they already made a script of how everything happened. Because the spiritual connection with God was very big because in the terminal when it was closed for the pandemic, the people were thrown outside. A group of foreigners, of Venezuelans, of Colombians, There was no transport, they’d get here and get tossed on the ground. I had a hotel with 12 empty rooms, so what did I do? I had three trucks like this, owed 8 months’ rent. But I wanted to start again.

During that learning lesson there were nights that I went out to hustle, I loaded people from Cúcuta, I arrived and I loaded people in the terminal, “Going to Cúcuta?” in my truck. I put 11 passengers and took them to Cúcuta. I did like 10 trips. And during that time while I offered that illegal transport to Cúcuta, because it had ended, they also asked me about hotels, so I packaged hotel and transport, so I could survive, but in that time I realized that people couldn’t pay. Not for the hotel, or transport, or food. Because they are like refugees, if it’s bad here, it’s worse in Venezuela. So what did we do, what did the Lord do through me? I have an empty hotel, I have a truck to take people, it’s raining, kids are getting wet, the grandparents, the pregnant women… Let’s help them. And on several occasions we opened the hotel doors, which was broke. And we gave them free nights and gifted them a chicken or something to eat.

There, my dear Lorenzo, Heaven’s doors opened, and American Visa started. With that act of faith, of love, I don’t know what happened, God simply made a blessing here because for the past 6 years American Visa, which was born in that hardship, has not stopped receiving blessings. Today we are a hotel chain with 8 hotels. A travel agency, three agencies we own, the restaurant chain the technology company. More than 7 companies.

Finance Colombia: These hotels are beautiful. I think it’s new, it’s like international class. We went, without knowing you, we went to eat in Camelia, your restaurant in route 40, yesterday. It’s good. I’m always here in Bogotá in an event in Corferias. I remember seeing your brand in front of the embassy because you have services, packages, everything included not only for holidays but people who come for business in the embassy, people who are in Corferias because everything here is close to Corferias. What is like, the market or what is the audience or the passengers you aim for? I’m not going to say strategy, but which travelers fit best with what you do?

Julio Jiménez: I learned as a taxi driver that a tourist requires a hotel. Requires a good restaurant and requires security. When the three things are given to a tourist, it turns into an ecosystem. Why not build the ecosystem? Transport, tourism accommodation, restaurants everything they need in one place. That’s what American Visa does. And everyone who arrives at the airport, well now with technology and social media and digital media many people are getting to know us. But my true business, where I started, it was airlines. When they lose a connecting flight, when they cancel a lot of flights, what they do is call American Visa. Because we have restaurants 24 hours, transport 24 hours and everything is ready to see you. From one to a thousand people a day.

Finance Colombia: It has happened to me many times in El Dorado, going back to Rionegro. It has happened to me.

Julio Jiménez: Now with this gigantic ecosystem, here we have over 500 rooms in Bogotá, not only for airlines but also to receive the international agencies that arrive in Bogotá. We receive them 24 hours, we have service in the airport 24 hours 365 days a year in which the first thing you do is to have kind face to greet you and take you to the hotel without cost because it is included in the package. We have a restaurant that works 24 hours so whenever you get there, you’ll find food. We have our agents, language, we have our employees who work here willing to give love.

Finance Colombia: And that is the last thing I wanted to talk to you about, that this moment is my first time to meet you but I have known… We are here recording the ANATO Vitrina Turística event, the most important tourism event in Colombia, and I met people from your American Visa team, and they all have a commitment that they show but apart from that I have heard stories or cases of employees with humble beginnings, a lady whose mother had cancer and she came to you for a loan, and you were like “It’s no trouble.” And when people talk well about you behind your back, that speaks volumes.

Julio Jiménez: Look, the social aspect, when God blesses us, I met the Lord 6 years ago, when we helped those people on the ground, when we gave them shelter and food. God opens the gates of Heaven and the door opens. That also opens my heart. I have a duty, for the 35 years that I spent gambling, to help, to serve and protect. Today my debt is not with the casino nor with their people but with the people who need help. God transformed all of my illness. Because I keep praying every day. I wake up at 3:30 AM to connect with the Lord and to plan my day and I go to bed at 10 or 11 PM planning what business we are going to do. If there is no business, there is no risk. When you fail, it is cowardice. But when you don’t fail you can know for certain that God has picked you up for good. He does not fail. You are the one who fails. If you don’t fail, there will be no failure.

Every business shines, every business prospers, if you put it in God’s hands. And how? With service. thinking that the person who you help, whether good or bad, a believer or not, is a human being, who needs an opportunity. And American Visa is dedicated today to opportunities it is the company of opportunities. We receive people who have been in jail, people who have made mistakes, those who do not know how to read, those who can’t write, those that have many titles and need to be trained because the ego is killing them. Because today the biggest disease in the world is the ego, and depression, anxiety, so here we are about receiving everyone, giving them a hug and finding the wound to heal the soul. When you heal the soul you connect with God.

Finance Colombia: And I believe that also when you come from humble beginnings, you know what’s it like to go hungry, it is different from someone who is born with a silver spoon in their mouth. It is different when you know what’s it like to ask for a chance. when you know how it is to sleep on the floor, like when you were helping them. And helping them without knowing what will happen later, and look at all of this. How many hotels do you have?

Julio Jiménez: Eight hotels. We own three buildings and rent five, we own the transport agencies, American Visa has absorbed the companies that today transport to the most important airport in Colombia, they are from American Visa, of the holding.

Finance Colombia: And that is important because, I’m sorry because I know it is part of your story, but the taxi drivers here in Bogotá have a bad reputation. I wouldn’t say I’m scared, but I look for white cars, because I don’t want to be scammed, to be overcharged because it’s Sunday, or because of a foreign accent, and I look for a reliable transport, reliable people. And if you offer that, how can a traveler get in touch with you? Do you have a website?

Julio Jiménez: Right now, we have just acquired the Taxi Imperial company, who manages the airport. Taxi Imperial.

Finance Colombia: I know them, yes.

Julio Jiménez: American Visa at this moment has strategies… today is February 26, 2026. I ask you that you count 6 months. Give me 6 months my dear Lorenzo, and in 6 months, I’m putting it on the record. What image is the yellow taxi going to have? In 6 months, with the help of our Lord, we plan to transform the yellow transport. You will find the cabins where you will receive a friendly attention, “Where are you going, sir?” I offer you the yellow taxi, or the special service. But the yellow taxi will come out with the predetermined rate so you will see how much the user will pay without surprises. You will have a video camera and audio, if you wish, for security, if you forget an object, if you forget a bag or anything. This project is designed in service of the user. And to improve the image of the taxi driver. But image is improved with proof. And proof will be difficult because it’s a union, I was a taxi driver for 14 years and I charged hard, we are used to charging hard. But if the people who were overcharged paid for a bad service, when you know how much you will pay, with a good service, you will use the service again.

Finance Colombia: I pay more to have no surprises, rather than look for cheap but in the end get surprises.

Julio Jiménez: No, look, I can’t go over the speed limit but I will drive you safely. I’m not going to put reggaeton music, “What music do you want to listen?” I’m going to give you a water bottle, show you the videos that we are going to put in the back, because we are going to have corporate videos about Colombian tourism. We’ll show the hotels, restaurants, travel agencies. Everything you can do in Colombia. We will be professional drivers. Not taxi drivers. Every taxi driver at the airport will be a commercial driver. Selling services, selling a safe package, we are not going to overcharge anymore, we are going to do things well. And that client, we will call them after drop off, Lorenzo is going to his house in Cedritos, in 10 minutes we will call him, “Mr. Lorenzo, how was Mr. Camilo?” “How did he treat you? Would you use the service again?” It’s a post-sale, what we plan to do. That’s why I’m saying, give us 6 months, and you’ll hear about what we did with the yellow taxi in the airport.

Finance Colombia: So in September we are going to do another interview to see how it’s going.

Julio Jiménez: Gladly, I’ll be there to give you the numbers and the statistics of how we did it.

Finance Colombia: Excellent, it’s been an honor. Look, it is impressive what you do here, thanks for your time I know you are very busy in ANATO, we are as well, but what you have done so far is very impressive, I want to see you continue with these successes.

Julio Jiménez: It is for God’s glory, for the inspiration of people to see that all dreams can be fulfilled by faith, by the name of the Lord and in the name of helping society, which is the most important thing because the last thing you think about is in the profit, it will come later. But when you dedicate yourself to serve, to help, to protect. That is the motto of the American Visa company.

Finance Colombia: Well, American Visa, thank you very much.

Julio Jiménez: Thank you Lorenzo, God be with you.

Wingo, a subsidiary of Copa Holdings (NYSE: CPA), has announced the launch of two new direct international routes from Medellín to Guatemala City, Guatemala, and Montego Bay, Jamaica. With this expansion, the carrier becomes the only airline to operate these specific nonstop segments from José María Córdova International Airport in Rionegro, which serves the Antioquia region.

The new service increases Wingo’s international portfolio to 10 destinations from the city, complementing its existing network of five domestic routes. According to data provided by the airline, Medellín has become a primary operational base in Colombia. In 2025, approximately 35% of the carrier’s total passenger traffic, representing 1.2 million travelers, originated from or arrived in the city.

“Medellín is a strategic city for Wingo, and these two new routes reflect our confidence in the potential of the city and the response of travelers.” — Jorge Jiménez, Commercial and Planning Vice President of Wingo.

The Alcaldía de Medellín, through the Secretaría de Turismo y Entretenimiento and the Bureau de Medellín y Antioquia, coordinated with airport concessionaire Airplan to facilitate the new frequencies. The Medellín to Guatemala City route is scheduled to begin operations on June 25, 2026, with three weekly frequencies on Tuesdays, Thursdays, and Saturdays. The airline expects to offer 30,000 seats annually on this route, with one-way fares starting at $108 USD, including taxes and fees.

The connection to Montego Bay is slated for a June 23, 2026, start date, also operating three times per week on Tuesdays, Thursdays, and Saturdays. Introductory fares for the Jamaican destination are positioned at $159 USD per trayect. This move follows a 2025 pilot program where Jamaica was marketed as a high-interest destination for Colombian travelers.

Jorge Jiménez, Commercial and Planning Vice President at Wingo, stated that these routes reflect confidence in the potential of the city and the response of travelers to direct, low-cost international options. Ana María López Acosta, Secretary of Tourism and Entertainment, noted that the collaboration between the public and private sectors continues to project the city as an attractive destination for tourism and investment.

The expansion comes as the Aeropuerto Internacional José María Córdova continues to increase its capacity as a logistical platform for the country. Javier Benítez, Manager of the airport, indicated that the arrival of these routes reaffirms the facility’s potential to facilitate international business and connection for the region.