Atlas Oil has become one of North America’s leading energy businesses—with a supply and logistics network that spans 49 states, Canada, and Mexico. Now, the company is expanding its footprint into Latin America through a growing network of local distributors, businesses, and community partners.
We sat down with Carlos Contreras, Atlas’s new Director of Latin American Business Development, to discuss the company’s growth strategy and long-term vision.
Combining Global Capabilities with Local Expertise
Latin America represents a significant opportunity for Atlas to bring its supply and logistics expertise to some of the world’s fastest-growing energy markets. Electricity demand is expected to grow 4% annually across Latin American economies—well above the 2.7% average increase of the past decade.[1]
Many countries in the region already have robust networks of local distributors. Atlas believes it can complement those businesses with access to international supply markets, large-scale logistics capabilities, and specialized blending expertise.
“We see strong demand across Mexico, Central America, and the Caribbean,” said Contreras. “There is an opportunity for us to work alongside local distributors that have strong customer relationships and deep market knowledge, but could benefit from the global supply and logistics capabilities we bring. Through these partnerships, we believe Atlas can deliver a level of service and product specificity that is currently underserved in many Latin American markets.”
Atlas’s leadership in blending, Contreras explained, is a key differentiator. As governments and businesses across the region pursue decarbonization initiatives and increasingly stringent environmental standards, demand is growing for customized fuel solutions that balance compliance requirements with operational performance.
“Atlas has extensive experience developing tailored fuel blends for customers with highly specific needs,” Contreras shared. “That expertise allows us to help customers meet evolving environmental requirements while maintaining the reliability and performance their operations depend on.”
Building the Infrastructure for International Growth
Atlas’s expansion into Latin America is supported by the company’s growing capabilities in international shipping.
In recent years, Atlas has expanded its ability to source products globally, charter vessels, and move cargoes through key ports and harbors. These capabilities provide greater flexibility in how the company secures and delivers supply for customers across North America and beyond.
“Our vessel and marine logistics capabilities are becoming an increasingly important part of the business,” said Michael Evans, President of Atlas Oil. “The ability to source cargoes internationally and move product at scale gives us more tools to solve problems for customers and support growth in new markets.”
Atlas’s Commitment to Local Communities
For Atlas, expansion is about more than building commercial relationships. The company is also seeking opportunities to become an active participant in the communities where it operates, continuing a long-standing commitment to community engagement championed by Chairman and Owner Sam Simon.
“One of the things that makes Atlas special is that we invest in the communities where we do business,” said Contreras. “As we expand our presence in Latin America, we’re looking for opportunities to support schools, community organizations, and local initiatives that make a meaningful impact.”
Contreras emphasized that Atlas is taking a long-term approach to the region.
“We’re building the team, adding expertise, and developing the relationships necessary to support this growth,” he said. “Our goal is to create lasting partnerships and become a trusted part of the communities we serve throughout Latin America.”
For more on Atlas’s growth strategy, read a recent perspective from Eric Francis, Vice President of Products and Renewables, on the expansion of the company’s international trading desk and the new capabilities it is bringing to customers.
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