Few Brazilian companies in the electronics sector survived the opening of the Brazilian market. Asian competition and the global consolidation of giant suppliers have shaken up the entire board of this billion-dollar business. That’s why the history of LogiGo attracts so much attention, not only for surviving but also for becoming one of the rare national companies to compete for space with giant multinationals in the supply of multimedia centers for vehicle manufacturers.
Founded in 2010, the company focused on the accessories market. By beginning to adapt the basic products that came from China to the Brazilian reality, both in terms of hardware and software, it began to win over consumers and endear itself to dealerships, which had more options of advice to offer customers. The multimedia business, which even included digital TV, was so successful that it caught the attention of automakers, who saw the opportunity to include the devices in the factory.
“At that time, the majority of cars sold in the country still did not leave the factory with a multimedia screen. The gap opened space for a parallel market for accessories, and the company began to operate by reselling centers to dealerships”, explains Antonio Azevedo, founder and CEO of LogiGo, in an exclusive interview with InfoMoney.
The strategy worked. The screens began to be offered alongside vehicles from brands such as Toyota, Volkswagen and Ford, often already financed when purchasing the car. At a time when the item was still restricted to imported and more expensive models, acceptance was quick.
This good reading of the market, adapting industrial production and investing in software with a Brazilian flavor ended up becoming a competitive differentiator. “If you start from scratch to compete with these groups, it seems impossible. But we managed to build this path”, said the executive.
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Growth
The company has been gaining market share and, last year, earned R$40 million, after growing almost five times compared to 2024. For 2026, the projection is to reach R$60 million. In 2027, with new contracts, entry into new segments, such as trucks and international expansion, the expectation is to exceed R$100 million.
The turning point came in 2014 when Toyota identified multimedia centers as one of the best-selling accessories in its network and decided to incorporate the product into the brand’s official portfolio. Shortly afterwards, LogiGo was invited to start supplying directly to the assembly line.
That’s when the company left behind its accessory reseller profile and entered the OEM universe, an acronym used for suppliers of parts and systems installed directly at the factory. The change required a complete overhaul of the operation.
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“It’s one thing to sell accessories. Supplying OEM is another world. Toyota practically told us: you don’t know how to do OEM, do you want to learn from us? And we went to learn”, says Azevedo.
In this process, the company reduced its aftermarket sales structure, hired engineers and began operating with standards compatible with those required by automakers.
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New customers
After Toyota came Nissan, which became an important milestone for LogiGo’s expansion. According to Azevedo, the automaker sought to align its global slogan “Innovation that Excites” with the experience inside the cars. At the time, LogiGo already offered functions such as Waze and Spotify on the screen, even before mirroring cell phones on screens became popular.
The company competed with traditional suppliers in the automotive industry and won, starting to equip Nissan cars from 2015 to 2021 in Brazil.
Then came contracts with Mitsubishi, from 2017 to 2020, now resumed for the Eclipse Cross, in addition to projects for Ford, such as the Troller and Transit hub produced in Uruguay for export to South America. In 2023, LogiGo also developed a solution for Volkswagen Caminhões and today participates in new competitions, including an already expired contract with a truck manufacturer whose name is still under confidentiality agreement.
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Brazilian way
If global manufacturing, with economies of scale, still weighs in favor of international giants, LogiGo tries to balance the game with an asset from the Brazilian way of software development, adapting to the reality of Brazil.
Azevedo says that the company works with pre-assembly in China, in partnership with a supplier that also serves large global groups, but carries out the final assembly, inserting the software and carrying out tests in São Bernardo do Campo, in the ABC region of São Paulo, the birthplace of the Brazilian automotive industry. “Internal development is our main differentiator, because all the software is made here in Brazil for Brazilians. No competitor of ours has that”, he states.
And it is this final layer of software that supports the company’s entire strategy for the future, of transforming the multimedia center into a permanent relationship and monetization platform for automakers. Yes, monetization beyond simply selling the car.
Profitability beyond the screen
In the executive’s assessment, the automobile is also going through the same change that other sectors have experienced with the digitalization of the consumer experience. If before the engine power and performance were the main attractions for buying a new car, today the screen and onboard services are gaining more and more relevance, according to Azevedo. “The customer gets into the car and the first thing they look at is the screen. Size, features, applications. This is what increasingly differentiates one model from another”, he states.
This logic gains even more strength in an electrification scenario, in which cars tend to resemble each other in terms of their mechanical assembly. In this context, the digital experience becomes the main driver of loyalty and that is precisely where LogiGo is betting. Among the features under development are systems offering products and services inside the car, such as maintenance notices with automatic scheduling at dealerships, geolocated promotions, targeted advertising and even an assistant with artificial intelligence, explains the executive.
“We have already developed, for example, systems so that the car warns the driver that a tire change is approaching, offering promotions so that he can buy and schedule the change directly at the multimedia center.” In addition, it also works on another front suggesting gas stations based on checking the vehicle’s autonomy, indicating reliable nearby establishments, according to the rating made by the users themselves, and with discounts.
IA central
LogiGo also created a virtual assistant based on artificial intelligence, called Lia, which interacts with the driver and can recommend routes, breaks, appointments and services. The proposal, according to Azevedo, follows a trend that is already advancing in Europe, the United States and China, where automakers are trying to reduce dependence on ecosystems such as Apple CarPlay and Android Auto.
According to the executive, this happens because today there is growing resistance from automakers to hand over the car’s digital experience to the two technology giants, which could open up even more space for companies like LogiGo, capable of customizing the interface, integrating vehicle data and creating new revenue channels.
The reasoning is simple: if two brands use the same mirroring system, the consumer experience is the same, and the automaker loses its ability to differentiate. “When the automaker does not dominate the experience, it does not create customer adherence to its brand. The movement has been gaining so much strength abroad that GM gave up CarPlay and Android Auto in part of its electric line in the United States to prioritize its own experience”, he states.
For him, today multimedia needs to be seen as a great vehicle monetization tool, because the screen can generate revenue throughout the vehicle’s useful life.
Business expansion
And it is with this logic that the company operates, not treating innovation as an isolated area, but rather incorporated into the operation. “I don’t have an area of innovation. Innovation here is cultural”, he says. According to him, the engineering team works with goals linked to generating new solutions with financial returns for the company and customers. It was this logic, he states, that allowed the company to differentiate itself since the days of the aftermarket, when it brought pioneering features to the Brazilian market, such as digital TV in multimedia centers.
This has allowed LogiGo to win competitions against much larger groups and now expand its business into trucks and with a business unit in the United States.
In addition to the automotive front, the company opened a new unit focused on fleet, cargo and even driver monitoring. The solution includes on-board cameras and connectivity for analyzing driver behavior, preventing accidents, tracking cargo and documenting incidents.
The new vertical seeks to reduce dependence on the contract cycle with automakers and increase the company’s recurring revenue, offering services to logistics companies spread across Brazil. The operation began in January this year and is already in the testing phase with carriers.
At the same time, LogiGo opened a subsidiary in the United States, based in Florida, to begin commercial prospecting in that market. The expansion is still in its early stages, but it reinforces the company’s ambition to reverse the most common logic in the sector. “It’s not the foreigners coming here. It’s us going there”, says Azevedo.
A survivor in a difficult market
All movements come in the wake of the survival strategy in a competitive market. “LogiGo’s permanence is already a kind of exception in a segment in which many competitors have disappeared over time. From the time we supplied to dealerships until today, many competitors have died along the way. LogiGo is one of the few Brazilian companies that remained alive supplying this type of product”, he states.
For the executive, the “win” was adaptation, which allowed OEMs to enter factories and manage to combine technical capacity with a level of innovation that local competitors did not have. In a sector where the car is increasingly becoming software on wheels, the company’s bet is that the screen stops being just a comfort item and starts to play a central role in the automakers’ sales, retention and monetization strategy. And, given the projected growth rate, LogiGo wants to be at the forefront of this digital transformation.
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