How Globevisa Partnership Works: A Platform for Global Dialogue and Adaptive Strategy

In the vast and complex world of immigration services, Globevisa stands out as a towering giant. With operating over 300 projects and 50 local offices around the world, this super immigration firm has always been shrouded in an air of mystery. Many people are curious about how such a massive and far - reaching organization can operate so efficiently and effectively. Now we are excited to launch the Mission Globevisa series, to look into the Operation Secrets behind the World's Largest RCBI Firm. In this series, we will take you on a journey to explore the inner workings of Globevisa, diving into its operational mechanisms, systems, and how these elements shape Globevisa's functioning. For this first episode, we will delve into the intriguing rotation system.

In many companies, training sessions are often seen as routine check-ins, a space for updates or passive learning. But within Globevisa, they function quite differently. They are active nodes in a much larger, constantly evolving system—a system built not just on services and products, but on a culture of shared intelligence, field-driven adaptation, and cross-cultural trust.

The recent internal session led by Irene Cheng, focusing on the Antigua and Barbuda CBI project, is a vivid example of how this operational model plays out in practice. What began as a conversation about a specific program quickly expanded into a deeper discussion about sales behavior, market dynamics, and how regional realities shape global decision-making.

At the center of this conversation were two of our valued partners, Walid Lyan from Lebanon and Amer Khadra from Bahrain, whose day-to-day realities in the Lebanese market offered more than just anecdotes—they became catalysts for broader organizational reflection. Their insights into why Antigua resonates with Lebanese clients—factors like the strong passport, the local embassy in Beirut, and the attractive commission structures—were certainly important on the surface. But what mattered more was the way those insights were framed: not as marketing points, but as expressions of how clients think, feel, and decide.

And that is where Globevisa’s true operational identity begins to emerge. We’re not a company that pushes products—we’re a platform where knowledge moves in every direction, shaped by the voices of people closest to the ground. When Walid talked about a client interested in Portugal, and how he gently shifted the conversation toward the Caribbean as a first, more accessible step, he wasn’t just making a sale. He was practicing the kind of adaptive, culturally sensitive advising that only works when you’re tuned in to both individual motivation and global pathways.

Operationally, this becomes something far greater than one successful consultation. It becomes a template. A living example that consultants in completely different markets—say, Vietnam or Nigeria or Dubai—can learn from and adapt to their own contexts. The idea that “the sales journey is like peeling an onion,” as Amer put it, isn’t just poetic; it’s strategic. It reminds us that our job isn’t to offer quick answers, but to patiently uncover layers of client expectation, trust, fear, and ambition.

This kind of insight doesn’t come from the top down. It comes from conversations—organic, unpolished, and real. And that’s the core of how Globevisa operates. Our meetings are not just meetings. They are vessels for field intelligence, narrative data, and cultural signals that help shape our product decisions, marketing language, and consultant training in tangible ways.

Take, for example, the discussion on real estate versus donation in the Antigua program. On paper, both options are priced similarly. But Amer’s comment about how clients perceive value differently—and how some are more reassured by the possibility of recovering their investment—was a critical reminder: perceived value is culturally shaped. This isn’t just a sales insight; it’s a product design insight, a marketing insight, and even a CRM tagging strategy insight.

That’s what we mean when we say Globevisa is a platform—not just a platform of services, but of conversations. We’ve built our operations not around rigid protocols, but around the belief that knowledge flows best when it is shared horizontally, across regions, roles, and functions. When product managers hear directly from partners like Walid and Amer, they don’t just get information—they get a feeling for the market. That feeling is what allows us to move quickly, with empathy and accuracy, across vastly different client contexts.

As the session came to a close, Wael Iskander, Globevisa partner in Cairo, Egypt, spoke about how the beauty of Antigua—something he had experienced personally—helps clients build emotional connections to the idea of citizenship there. Again, this wasn’t a surface-level observation. It pointed to something deeper: that emotional logic plays as much a role in decision-making as legal or financial logic. If we want to be effective, operationally speaking, we must learn to integrate all three into how we design, present, and support our programs.

Shanshan Fan’s encouragement at the end—to have more product managers run similar sessions—is part of a broader operational strategy that’s been quietly shaping Globevisa’s growth: turning isolated knowledge into collective capability. Every conversation like this adds to our internal repository of real-world intelligence. And because we’re structured as a truly global team—not as disconnected regional offices—we’re able to act on those insights fast.

In the end, it’s not just about Antigua, or Lebanon, or even this one session. It’s about how we work. How we listen. How we grow smarter through each other.

This is Globevisa’s operational DNA: cross-cultural, client-led, insight-driven. And always evolving—one conversation at a time.