Transition from the Financial Market to the Beverage Market

Luiz Pagano at NorChem and Chemical Bank - Chemical Bank got its name because it was originally founded as part of the New York Chemical Manufacturing Company in 1823. Initially, the bank financed the operations of the parent company.

My career in the financial market began amid one of its most turbulent times. On February 10, 1989, I lost my father, and it was against this backdrop of pain and uncertainty that my cousin, Paulo Moraes, reached out and arranged a position for me at Banco Noroeste in the foreign exchange (FX) area. I started as an assistant and was soon promoted to FX technician, dealing with CACEX forms from Banco do Brasil at a time when export incentives held enormous weight. Soon after, I moved to centralized FX accounting and, subsequently, to the guarantees department.

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​As I was eager to grow and wanted to occupy leadership positions faster than the bank’s natural rhythm would allow, I made the bold decision to migrate to Banco NorChem — something that, apart from my cousin Paulo Moraes, no one had done. The people at NorChem looked upon Noroeste employees with a certain prejudice, viewing them as "less competent cousins."

Banco NorChem was located on the 11th and 12th floors of Cetenco Plaza, at Avenida Paulista 1842.

At NorChem, I joined to manage the export & import routine, and immediately noticed the structural shock. At Banco Noroeste, the export area had 23 people, and the import area had another 17. At NorChem, everything that 40 people did at Noroeste was executed only by me, an intern, and my manager. Even with a smaller workflow than Noroeste’s, the operational overload was enormous.

​To make matters worse, my manager was a micromanager—controlling everything closely, which made it even harder to build momentum and autonomy. I vividly remember my first days, around Christmas 1993: I received dozens of PET shipping documents from Celbras, destined for Coca-Cola in Atlanta. For a whole week, I slept only four hours a day to handle everything.

​During that phase of the financial market, everything was very different from what exists today. Operations at Banco NorChem required mastery of several systems and technologies that, although advanced for the time, were extremely manual and limited.

​To register and control export and import operations, we used an FX management system called ChipShop, which ran on PCs integrated by a Novell network with unintuitive interfaces. Furthermore, there was the obligation to feed SISBACEN, the Central Bank's system, which required code-by-code entry—with no margin for error.

Visit to COFACE Compagnie Française d'Assurance pour le Commerce Extérieur, November/December 1995 - Coface regularly holds the Country Risk Conference, events that offer analysis and forecasts on global and regional economic trends, including Latin America. The company publishes the Country and Sector Risk Handbook and periodic reports, offering a detailed analysis of risks in 160 countries and 13 sectors.

Interbank communication was based on pre-internet tools, such as Telex for formal FX messages and international transfers, and fax for sending shipping documents, contracts, and letters of credit.

​The bank also offered a cash management system called Chemlink, aimed at corporate clients, and we worked with FTPC (Funds Transfer by Personal Protocol Computer), which was an initial form of integration with the SWIFT network, used for international transfers.

​Internally, communication was done via Netcom, an email restricted to the Novell network intranet—something that seems rudimentary today but was cutting-edge technology at the time.

​On the dealing desk, there was only one Reuters terminal; quotations and market data appeared on that single screen, and we had to manually transfer the information to a macro in Lotus 1-2-3, which was the precursor to Excel. Automation was practically artisanal.

​The combination of fragmented systems, little automation, intense scrutiny, and lean teams meant that every task required much more effort than it does today. And yet, everything had to be done with absolute precision, within rigid deadlines, and under constant supervision.

Luiz Pagano's cubicle at Norchem. One of the great advantages of moving from Noroeste to NorChem was being paid in dollars. Obviously, it wasn't possible to have dollar accounts in Brazil after the Real Plan, so the solution was to convert the salary and credit it, adjusted monthly.

THERE WAS ALSO STRESS AT THE BANCO NOROESTE

Even at Banco Noroeste, with its more moderate stress levels, banking life in the late 1980s was difficult. To give you an idea, one day, while drinking at Bar Guanabara with colleagues, I bet my entire salary with a friend, Marco Antonio Soares, who had just been hired to work on the trading desk.

He doubted I could jump from the Viaduto do Chá.

I had been there before and seen that I could jump onto a tree branch a few meters ahead and climb down. The wager has been agreed upon by Marcos, saying that if he saw what I would do and did the same, he wouldn't have to pay his salary (a little higher than mine), and the bet would be canceled. Since I loved a challenge, I accepted.

It was a risky jump; that point must have been about 10 to 12 meters high. I ran a little to gain momentum and jumped upwards, hit my foot at the viaduct's high, cylindrical guardrail, and jumped towards the tree.

Banco Noroeste Badge, International Administrative Management - Exchange Department

The jump didn't go as planned—I missed the branch and grabbed another, considerably smaller one, which gave way and slowly dropped me into the tree trunk, eventually landing on the ground.

The result was a small puncture near my left lung, a blood-soaked white shirt, and a lot of fun.

However, I ended up losing the bet because he jumped into the same tree as me, without any major injuries.

That day, I learned never to doubt an Aries eager for a challenge.

​THERE WERE ALSO MOMENTS OF RELIEF AND GAINS

​Despite the pressure and difficulties, that period was not just about burnout. I took advantage of opportunities and took several courses, such as financial mathematics and languages with native teachers—something that broadened my horizons and prepared me for other levels of performance.

​There were also positive differences compared to Banco Noroeste: while there was a 'Bank Reconciliation' department with 7 people just to reconcile discrepancies in the “transit account”—an enormous amount of debits without corresponding credits—at NorChem, no accounting entry could lack its corresponding counterpart and was closed on the same day. The financial settlements department always stayed until the very end to close the transit account on D+0, which prevented the accumulation of pending items, eliminated concerns, and saved rework for everyone.

I have dozens of diplomas from courses I took.

After several disagreements with the manager, I was relocated to the dealing desk. I thought it would be a new beginning within the bank itself, but there was no time. My time at NorChem was abruptly interrupted with my dismissal at the time of the merger with Chase. Besides the restructuring, I was already at my limit, experiencing a very severe burnout.

​I had studied Foreign Trade at FGV (Getulio Vargas Foundation), driven by the desire to see the world, travel, and come into contact with other cultures...

​... but inside the bank, the reality was different: I only saw offices and pressure.

​I decided to change my life and migrated to the kitchen and beverage equipment sector. It was in this new phase that I finally managed to achieve what I always wanted: a less turbulent life, with more culture, real experiences, and human perspectives beyond the suffocating pace of the financial market.

​HISTORY OF CHEMICAL BANK

​Chemical Bank was born in New York in 1824 as the Chemical Manufacturing Company and entered the banking sector in 1844. Throughout the 20th century, it grew through acquisitions and became one of the largest commercial banks in the United States. In the 1960s and 70s, the bank already controlled billions of dollars in assets and was internationalizing. In 1969, Chemical made history by installing the world's first public-facing, automated ATM (Automated Teller Machine) in Rockville Centre, New York—a global milestone.

Chemical was a pioneer in online electronic banking services. On September 2, 1969, it installed the first ATM at its branch in Rockville Centre, New York. Early ATMs were designed to dispense a fixed amount of cash when the user inserted a card with a special code.

In the 1980s, the bank grew aggressively. By 1981, it had figures above US$ 80 billion in assets and began to seek expansion in strategic markets, such as Brazil, where the banking system was closed to foreign control due to Article 192 of the Constitution.

​ARRIVAL IN BRAZIL: THE BIRTH OF NORCHEM (1975)

​To enter Brazil legally and strategically, Chemical structured a national joint venture. Thus, Banco NorChem emerged, founded in 1975 by Leo Wakace Cochrane and Peter Brenan. The corporate structure was ingeniously designed to comply with the legislation:

Chemical Bank (EUA) — 49,7%

Israel Klabin — 28,3%

Banco Noroeste / Floating capital — 22%

This corporate engineering avoided direct control by foreigners (which was then prohibited by the Constitution), allowing Chemical Bank to operate indirectly in Brazil with significant influence but without declared majority control.

​Until the 1990s, Article 192 of the Brazilian Constitution prevented foreign banks from operating directly in the country, except with specific authorization from the federal government. For this reason, even with 49.7% of the shares, Chemical used NorChem as a legal and strategic bridge to operate in the national market. The reform of banking rules and the opening to foreign capital only began after the Real Plan in the mid-90s.

​1980s — EXPANSION AND INTERNATIONAL RELATIONSHIP

​During the 1980s, NorChem consolidated itself as a corporate bank with a strong link to multinationals, foreign trade, and large national groups, while the global Chemical Bank advanced with expressive figures:

Credit Cards e Debit Cards of Banco Noroeste and Chemical Bank

✅ ​By 1985, it already exceeded US$ 120 billion in assets.

✅ In 1987, it entered the ranking of the 10 largest institutions in the USA.

The bank also gained notoriety with unusual initiatives, such as the Cee Bee I—a banking hydrofoil boat that served New York coastal communities in the 1980s, offering all branch services except safe deposit boxes.

The Chemical Bank Boat - According to the Pines History article, the Chemical Bank Boat was created in 1981 as a floating bank branch to serve vacationers on Fire Island Pines, New York. The idea was to offer banking services directly at the marina, where many customers spent the summer and had difficulty accessing traditional branches.

1990s — NEW LEADERSHIP AND STRATEGIC CHANGES

​Banco NorChem underwent important restructurings in the 1990s with Patrick Morin Jr. taking over as Chairman and Paulo Moraes as CEO.

​CEO.

GEOSERVE 

The Geoserve was the corporate and operational services unit of the former Chemical Bank (which later merged with Chase Manhattan and subsequently became part of JPMorgan Chase).

​Geoserve was crucial in transforming what was traditionally a bank's "back office" into a profit-generating unit.

​Functions and Importance of Geoserve:

​Nature of the Service: Geoserve was an information and transaction services unit that served the global market.

​Services Offered: It included a variety of operational services for corporate clients, such as:

-Cash Management: Managing and optimizing the cash flow of large corporations.

​-Funds Transfer.

​-Corporate Trust.

​-Securities Processing.

​-Focus on Profit: Under the leadership of Chemical Bank, the Geoserve unit was strategically transformed from a cost center into a significant profit center, generating hundreds of millions of dollars in revenue through fee-based services.

​-Technology Base: Geoserve invested heavily in technology to process a large volume of daily transactions (around 1.8 million transactions/day in the mid-1990s), using its scale and expertise to deliver services efficiently.

Luiz Pagano visit to Geoserve in Buenos Aires - A key difference between the travel I took during my career in the financial market and in the food and beverage industry is that, back then, I paid for it out of my own pocket, taking advantage of personal trips to visit banks and take courses. In the beverage industry, on the other hand, companies pay for travel and accommodations.

Geoserve gained prominence after the merger of Chemical Bank with Manufacturers Hanover in 1991, when the operations of both banks were consolidated under this brand. Following the merger of Chemical with Chase Manhattan in 1996 (which resulted in the Chase Manhattan Bank), Geoserve's information and transaction services businesses were integrated into the new global wholesale banking (corporate wholesale) organization.

​In essence, Geoserve represented the corporate treasury and securities processing services of Chemical Bank, a pillar that became a key component of what is now the vast services operation of JPMorgan Chase.

​During this period, the bank strengthened its presence in corporate credit, foreign exchange (FX), and financial advisory for Brazilian and multinational companies. Meanwhile, the international Chemical Bank was growing on a billion-dollar scale—and approaching one of the largest mergers in financial history.

(August 28, 1995) Chemical Banking Corporation and Chase Manhattan Corporation agreed on Monday (August 28, 1995) to merge in a US$ 10 billion stock transaction. The merger created the largest bank in the United States at the time. In the image, Walter V. Shipley, 59, Chairman and CEO of Chemical, welcomes those present at the press conference and speaks about the merger, and Thomas G. Labrecque, 56, Chairman and CEO of Chase, says it is something truly unique.

1995 — THE CHEMICAL + CHASE MEGA-MERGER

​On August 28, 1995, Chemical Banking Corporation and Chase Manhattan Corporation announced their merger for US$ 10 billion in stock. The new group became the largest bank in the United States, with over US$ 290 billion in assets, operations in more than 90 countries, and a strong presence in associated banks abroad—such as NorChem in Brazil.

Shortly thereafter, the "Chemical" name disappeared, and the consolidated brand became Chase Manhattan (now part of JP Morgan Chase), and along with the name, my position also disappeared.

We all had to sit next to the colleague who had the same role at the other bank and transfer all functions before being fired.

As an international business student, I saw the banking industry as an opportunity to learn about global cultures. But it was through food and drink that I truly learned about global cultures, not just the inside of foreign offices.

The post-merger restructuring process had two basic points:

1 - Search for cost synergies (eliminating the redundancy in his position).

2 - Knowledge transfer to the colleague who would remain in the new structure, a very common and painful side effect of large bank mergers.

However, this break was a necessary relief. I realized that my desire to study International Trade at FGV was driven by the desire to travel and experience cultures, not just to see the offices of international banks.

​Finally, I left the bank in February 1996, decided to change my career, and transitioned to the kitchen and beverage equipment industry. In this new phase, I truly achieved my goal: to live a less hectic life, with more culture and real-world experiences, exploring global cities instead of global offices.

Havaianas Effect - It has to be Cool Abroad to be Cool in Brasil

Many genuinely Brazilian products only gain national prestige after being legitimized abroad. This inversion of values — where a foreign gaze is needed to validate what is ours — has become informally known as the “Havaianas Effect.”

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The analogy comes from the traditional Havaianas flip-flops, launched in the 1960s and long associated with the working class. For decades, they were disregarded by much of Brazil’s elite. The turnaround happened when trendy foreigners began wearing them, and they appeared in fashion editorials like Wallpaper magazine in the 1990s. Only then did they start being seen as a style icon within Brazil itself.

This phenomenon repeats across various categories. Take mead, for example:

For four years I’ve been trying to consolidate the category here, with meager results. I believe one of the main reasons is the lack of a cool foreign reference — like the American brand Superstition Meadery — that could “legitimize” the category in the eyes of Brazilian consumers. Without this external seal of approval, local products end up stagnating, even when they have quality and history.

Recently, while presenting the Cauim Tiakau (know more) project, I heard from an experienced marketing professional:

“You need to launch this product first in Europe, the U.S., or Japan. Here, it will take a long time to catch on — if it does at all.”

It’s the same old logic of the Havaianas Effect. Cauim, the ancestral Tupi beverage with deep historical, environmental, and cultural value, remains marginalized in its own country. In the 16th century, it was Brazil’s main drink; today, it has practically disappeared from Brazilian tables. Reversing this scenario is a challenge — and, ironically, requires international recognition to restore national pride.

This model of international repositioning as a local value-building strategy was successfully put into practice in 2004 by Sagatiba, a cachaça brand created by Marcos de Moraes, son of businessman Olacyr de Moraes. Marcos had a clear vision: to transform the image of cachaça — often seen as rustic and too “common” — into something sophisticated, exportable, and desirable for cosmopolitan audiences.

Instead of investing directly in Brazil, Moraes decided to launch Sagatiba first in Europe, specifically in London, with the support of one of the world’s biggest advertising agencies: Saatchi & Saatchi. The concept behind the campaign was simple yet powerful: present cachaça as a premium drink, with minimalist design and elegant Brazilianness, worthy of upscale bars and modern cocktail scenes.

The strategy worked. The brand quickly gained traction in clubs, hotels, and trendy bars across Europe, becoming a symbol of authentic Brazilian culture — but endorsed by European taste. Only after this success did it begin to be seen more positively in Brazil, competing for shelf space with vodkas and whiskies in high-end venues.

The “Pure Spirit of Brazil” Campaign

With a £20 million budget (around R$150 million at the time), the challenge was clear: to create a new image for a Brazilian drink without falling into clichés. No samba, carnival, soccer, or favelas. The brief called for something disruptive, surprising, yet still authentic.

After several rejected ideas, the bold creative solution emerged: a living, human embodiment of Christ the Redeemer in irreverent urban settings — playing pool, going clubbing, chilling in a pool, even crowd surfing. All under the tagline “Pure Spirit of Brazil.”

The human, laid-back, worldly Christ shocked — but worked, especially in European markets like London, Paris, and Berlin. The campaign made the cover of design and trend magazines like Wallpaper and generated buzz precisely because it played with Brazil’s most sacred national symbol, now reimagined with irony, lightness, and pop aesthetics.

Cool Abroad to be cool in Brasil

This campaign perfectly sums up the “Havaianas Effect” we’ve discussed.

Sagatiba, under Moraes’ leadership, understood that cachaça — despite being inherently Brazilian — carried local stigmas. Investing first in an international and aspirational image was a deliberate strategy to later reposition the product for the Brazilian public.

Had Moraes invested the same amount directly in Brazil, would it have worked?

Very likely not.

Foreign validation still serves as a seal of approval in the imagination of Brazil’s elite. It was this desire to be seen as international that helped Sagatiba become a global brand, eventually paving the way for its acquisition by Bacardi.

International branding gave the brand the pedigree it needed to overcome internal cultural resistance — still deeply marked by what Nelson Rodrigues famously called the “mutt complex,” a term for the Brazilian inferiority complex toward anything national.

Other Brands Cool Abroad

This dynamic isn’t limited to cachaça or flip-flops. It also applies to art, music, and fashion. A classic example is the artist Romero Britto. Born in Pernambuco, Britto had to leave Brazil to be valued. His work first exploded in Miami and European galleries before gaining recognition at home. Today, he’s one of the most internationally known Brazilian artists, but for a long time, he was met with skepticism here due to his pop, commercial style. Only after winning over the “foreign gaze” did he start being treated with the respect he had already earned abroad (even so, many in Brazil still turn their noses up at his work).

The same happened with other Brazilian brands. Melissa, the iconic plastic footwear brand from Grendene, won over fashionistas in New York, Paris, and London with designer collaborations from Karl Lagerfeld, Vivienne Westwood, and Jean-Paul Gaultier. Only then did it gain renewed prestige in Brazil, evolving from a kids’ sandal into a coveted adult fashion item.

Another case is Chilli Beans. The eyewear and accessories brand first invested in concept stores abroad to build a bold, global image — which later helped solidify its presence as a young lifestyle symbol in Brazil as well.

This kind of movement reveals an uncomfortable truth: Brazilians still need external validation to recognize the value of their own.

And that’s exactly the challenge I face with Cauim Tiakau. A ritual drink, ancestral and Brazilian to the core — but one that may need to first win over palates in Tokyo, Copenhagen, or San Francisco before being taken seriously at home.

Today, when I think about projects like Cauim Tiakau, which seeks to revive an ancestral Brazilian beverage with transformative potential, it’s impossible to ignore this factor: being valued abroad is still, for many products, the gateway to success at home.

Lords Prayer the Best Way to Study Languages

Few realize it, but the Catholic Church can be a powerful ally in language learning. Present in almost every country in the world, it brings together priests and scholars deeply knowledgeable in both classical and modern languages. What’s more, the regular repetition of prayers — often in Latin, Aramaic, Greek, French, Italian, or other local languages — serves as a powerful auditory training tool, helping learners internalize the sounds and structures of the language. For those working in international trade, this frequent and living contact with multiple tongues can be a surprisingly effective gateway to mastering new languages.

Watch the video on YouTube to hear the pronunciation of the versions of the Lord's Prayer in different languages.

The way that the Catholic church manage its business to elect a new pope has recently been analyzed in articles such as those written by Marcus Fisher for Fast Company, by bloggers Shumpeter to The Economist magazine, the journal of the Wharton EUniversity - Leadership and Change, etc. as seen in Lessons to be learned from oldest multinational company in the world - The Catholic Church

 If you are studding International Business and/or idioms, I strongly suggest that you go for records of this ancient institution, a multibillion-dollar empire, with annual revenues of US $ 182 Bi, with 1.200 billion customers.

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It is especially good if you study linguistics, more than 1 million employees scattered in offices in 179 countries worldwide would provide you with the more accurate material on idioms and culture. 

I consider the Lord's Prayer to be the best existing tool for learning languages, for several reasons:

1- If you are the son of Catholics, and your mother taught you to pray from a young age, your brain received the first correct reference of an idiom, with perfect syntax, notions of pronunciation and intonation of voice;

2- If you learn a new language beggining by the Lord's Prayer, you will be repeating an old learning in a new language, making it familiar;

3- Repeating it over and over, you will be training muscles of your mouth, which you do not use in daily bases, speaking your native language.... among other reasons.

First the original version of it

It is difficult to know which words Jesus used, since he did not leave his gospel written on his own hand, however the evangelists Matthew (6:9-13) and Luke (11:2-4) left reports of what words Jesus may have used:

In both Gospels, the text makes it clear that Jesus is teaching a model of prayer so that his disciples could have a pattern for their daily devotions, whether individual or collective.

The first time this prayer was heard was certainly from Christ himself, it was said in Aramaic and probably written in the Aramaic alphabet of the time and also in Paleolithic Phoenician (below).

LORDS PRAYER IN ARAMAIC -

PALEO ARAMAIC ALPHABET

2. 𐡍𐡕𐡒𐡃𐡔 𐡔𐡌𐡊

(Nethqadash shmakh)

 Here you should be careful with the letter qoph (𐡒), , which can look like kaph  (𐡊).

3. 𐡕𐡕𐡄 𐡌𐡋𐡒𐡕𐡊

(Tethe malkuthakh)

 

Tethe (come) and malkuthakh (your kingdom) are faithfully represented.

4. 𐡍𐡄𐡅𐡉 𐡑𐡁𐡉𐡍𐡊

(Nehwey ṣebyanakh)

 

Thy will be done - Pay attention to the ṣade (𐡑), which should appear more angular, and the final nun (𐡍), which can vary in shape.

5. 𐡀𐡉𐡒𐡀𐡍𐡀 𐡃𐡁𐡅𐡔𐡌𐡉𐡀 𐡐𐡄 𐡁𐡀𐡓𐡀

(Aykânâ d’bashmayyâ aph b’ar‘â)

 

Here the sky-earth parallel is represented in a visually clear way.

6. 𐡄𐡅𐡋𐡍 𐡋𐡄𐡌𐡀 𐡃𐡔𐡅𐡍𐡒𐡀𐡍 𐡉𐡀𐡅𐡌𐡀𐡍𐡀

(Hawlan lahmâ d’sûnqânân yaomâna)

Translation: "Give us this day our daily bread."

  “𐡄𐡅𐡋𐡍” (hawlan – give us) , and the block of "daily bread" with "𐡃𐡔𐡅𐡍𐡒𐡀𐡍" represented by “d’sûnqânân”.

7. 𐡅𐡔𐡁𐡒𐡋𐡍 𐡇𐡅𐡁𐡉𐡍

(Washboqlan ḥawbayn)

Translation: "And forgive us our debts."

 O "𐡇𐡅𐡁𐡉𐡍" (ḥawbayn – our debts)  “Washboqlan” (forgive) 

8. 𐡀𐡉𐡒𐡀𐡍𐡀 𐡃𐡀𐡐 𐡇𐡍𐡀𐡍 𐡔𐡁𐡀𐡒𐡍 𐡋𐡇𐡉𐡁𐡉𐡍

(Aykânâ d’aph ḥnan shbaqan l’ḥayyabayn)

Translation: "As we forgive our debtors."

Reappear in the parallelism of “just as” (𐡀𐡉𐡒𐡀𐡍𐡀),the "we" (ḥnan) and the final object "to the debtors" (𐡋𐡇𐡉𐡁𐡉𐡍 – l’ḥayyabayn).

9. 𐡅𐡋 𐡕𐡋𐡍 𐡋𐡍𐡔𐡉𐡅𐡍𐡀

(Wela talan l’nesyûna)

Translation: "And lead us not into temptation."

The use of "𐡕𐡋𐡍" (talan – take us) e “𐡋𐡍𐡔𐡉𐡅𐡍𐡀” (l’nesyûna – to the temptation) is very faithful to the structure of ancient Aramaic.

10. 𐡀𐡋𐡀 𐡐𐡀𐡔𐡍 𐡌𐡉𐡍 𐡁𐡉𐡔𐡀

(Ela paṣan min bîsha)

Translation: "But deliver us from evil."

Note that “𐡐𐡀𐡔𐡍” (paṣan – lead us not) and the “𐡁𐡉𐡔𐡀” (bîsha – from evil) must be well defined.

11. 𐡌𐡕𐡋 𐡃𐡋𐡀𐡊𐡉𐡄 𐡌𐡋𐡊𐡕𐡀

(Metol dila khieh malkutha)

Translation: "For thine is the kingdom."

 “𐡌𐡋𐡊𐡕𐡀” (malkutha – realm) e “𐡃𐡋𐡀𐡊𐡉𐡄” (teu – yours) are very close to classical epigraphic forms.

12. 𐡅𐡄𐡉𐡋𐡀 𐡅𐡕𐡔𐡁𐡅𐡊𐡕𐡀

(Wahayla wateshbukhta)

Translation: "the power and the glory".

13. 𐡋𐡏𐡋𐡌 𐡏𐡋𐡌𐡉𐡍

(l‘âlam ‘almîn)

Translation: "forever (for ever and ever)".

 

 This form was often used in royal and religious inscriptions.

(Amin)

Translation: "Amen"

The final text would look like this:

Transcription into the Paleo-Aramaic Alphabet:

𐤀𐤁𐤍 𐤃𐤁𐤔𐤌𐤉𐤀

𐤍𐤕𐤒𐤃𐤔 𐤔𐤌𐤊

𐤕𐤕𐤄 𐤌𐤋𐤊𐤕𐤊

𐤍𐤄𐤅𐤄 𐤑𐤁𐤉𐤍𐤊

𐤀𐤉𐤊𐤍𐤍𐤀 𐤃𐤁𐤔𐤌𐤉𐤀 𐤀𐤐 𐤁𐤀𐤓𐤀

𐤇𐤅 𐤋𐤍 𐤋𐤊𐤌𐤀 𐤃𐤔𐤍𐤒𐤍𐤍 𐤉𐤌𐤌𐤍

𐤅𐤔𐤁𐤒 𐤋𐤍 𐤇𐤅𐤁𐤉𐤍

𐤀𐤉𐤊𐤍𐤍𐤀 𐤃𐤀𐤐 𐤇𐤍𐤍 𐤔𐤁𐤅𐤒𐤍 𐤋𐤇𐤉𐤁𐤉𐤍

𐤅𐤋𐤀 𐤕𐤀𐤋𐤍 𐤋𐤍𐤔𐤉𐤅𐤍𐤀

𐤀𐤋𐤀 𐤐𐤑𐤎𐤍 𐤌𐤉𐤍 𐤁𐤉𐤔𐤀

𐤌𐤕𐤋 𐤃𐤃𐤉𐤋𐤊𐤉 𐤌𐤋𐤊𐤕𐤀 𐤅𐤇𐤉𐤋𐤀 𐤅𐤕𐤔𐤁𐤅𐤇𐤕𐤀 𐤋𐤏𐤋𐤌 𐤏𐤋𐤌𐤉𐤍

𐤀𐤌𐤍

Therefore, an inscription of the Lord's Prayer written at the time of Christ would have this appearance.

Different Aramaic Alphabets

There were two different Aramaic/Semitic writing systems used in distinct times and regions:

𐡋𐡀 𐡅𐡕𐡔𐡁𐡅

This is the Imperial Aramaic alphabet or one of its later variants (likely Parthian Aramaic or Nabataean Aramaic). It was used between the 5th century BCE and the 3rd century CE, especially by empires such as the Achaemenid Persian Empire and later by the Parthians and Nabataeans.

Characteristic features: more rounded and fluid letterforms, resembling cursive styles that eventually evolved into the Arabic script.

𐤅𐤔𐤁𐤒𐤋𐤍

This is the Phoenician alphabet, also known as Paleo-Hebrew or Paleo-Aramaic, used between the 12th and 2nd centuries BCE.

Characteristic features: letters with more angular and geometric strokes, usually carved in stone or written with a broad brush.

It is considered one of the world’s earliest conceptual alphabets and a direct ancestor of Greek, Latin, and other Semitic scripts.

Difference between the Aramaic alphabets: On the left we see the Lord's Prayer written in the Phoenician alphabet, also called paleo-Hebrew, and on the right the imperial or Nabataean Aramaic alphabet.

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The first versions of these texts came to us was in Greek:

Πάτερ ἡμῶν ὁ ἐν τοῖς οὐρανοῖς·

Pater hêmôn ho en toes ouranoes; 

ἁγιασθήτω τὸ ὄνομά σου·

hagiasthêtô to onoma sou; 

ἐλθέτω ἡ βασιλεία σου·

hagiasthêtô to onoma sou; 

γενηθήτω τὸ θέλημά σου,

hagiasthêtô to onoma sou; 

ὡς ἐν οὐρανῷ καὶ ἐπὶ τῆς γῆς·

hôs en ouranô, kae epi tês gês. 

τὸν ἄρτον ἡμῶν τὸν ἐπιούσιον δὸς ἡμῖν σήμερον·

ton arton hêmôn ton epiousion dos hêmin sêmeron; 

καὶ ἄφες ἡμῖν τὰ ὀφειλήματα ἡμῶν,

kae aphes hêmin ta opheilêmata hêmôn, 

ὡς καὶ ἡμεῖς ἀφίεμεν τοῖς ὀφειλέταις ἡμῶν·

hôs kae hêmeis aphiemen toes opheiletaes hêmôn; 

καὶ μὴ εἰσενέγκῃς ἡμᾶς εἰς πειρασμόν,

kae mê eisenenkês hêmas eis peirasmon,

ἀλλὰ ῥῦσαι ἡμᾶς ἀπὸ τοῦ πονηροῦ.

alla rhysae hêmas apo tou ponerou. 

[Ὅτι σοῦ ἐστιν ἡ βασιλεία καὶ ἡ δύναμις καὶ ἡ δόξα εἰς τοὺς αἰῶνας.

ἀμήν.]

hoti sou estin hê basileia kae hê dynamis kae hê doxa eis tous aeônas; 

amên.

which soon afterwards was translated into Latin

PATER noster, 

qui es in caelis, 

sanctificetur nomen tuum. 

Adveniat regnum tuum. 

Fiat voluntas tua, sicut in caelo et in terra. 

Panem nostrum quotidianum da nobis hodie, 

et dimitte nobis debita nostra sicut et nos dimittimus debitoribus nostris. 

Et ne nos inducas in tentationem, 

sed libera nos a malo. 

Amen.

Learn the sound of these and other versions of 'Our Father' on Blemya's Youtube channel 

Scholars try to rescue the Aramaic language, spoken at the time of Christ, as well as the alphabet used in Galilee until the year 100 AD

Todays Aramaic

Standard edition of Syriac text of Peshitta[b]

1. ܐܒ݂ܘܢ ܕ̇ܒ݂ܫܡܝܐ‎

(ʾăḇūn d-ḇa-šmayyā)

2. ܢܬ݂ܩܕ݁ܫ ܫܡܟ݂‎

(neṯqaddaš šmāḵ)

3. ܬ݁ܐܬ݂ܐ ܡܠܟ݁ܘܬ݂ܟ݂‎

(têṯē malkūṯāḵ)

4. ܢܗܘܐ ܨܒ݂ܝܢܟ݂ ܐܝܟ݁ܢܐ ܕ݂ܒ݂ܫܡܝܐ ܐܦ݂ ܒ݁ܐܪܥܐ‎

(nēhwē ṣeḇyānāḵ ʾaykannā ḏ-ḇa-šmayyā ʾāp̄ b-ʾarʿā)

5. ܗܒ݂ ܠܢ ܠܚܡܐ ܕ݂ܣܘܢܩܢܢ ܝܘܡܢܐ‎

(haḇ lan laḥmā ḏ-sūnqānan yawmānā)

6. ܘܫܒ݂ܘܩ ܠܢ ܚܘ̈ܒ݁ܝܢ ܐܝܟܢܐ ܕ݂ܐܦ݂ ܚܢܢ ܫܒ݂ܩܢ ܠܚܝ̈ܒ݂ܝܢ‎

(wa-šḇoq lan ḥawbayn ʾaykannā ḏ-ʾāp̄ ḥnan šḇaqn l-ḥayyāḇayn)

7. ܘܠܐ ܬ݂ܥܠܢ ܠܢܣܝܘܢܐ ܐܠܐ ܦ݂ܨܢ ܡܢ ܒ݁ܝܫܐ‎

(w-lā ṯaʿlan l-nesyōnā ʾellā p̄aṣṣān men bīšā)

Abwûn d’bwaschmâya

Nethkâdasch schmuuch

Têtê— malkuthach

Nehwê tzevjânach 

Aikâna d’bwaschmâya’f b’arha

Hawvlân lachma d’sûnkanân yao-mâna

Wasbokân chaubên 

wachtahên aikâna daf chnân schvoqan l’chaijabên

Weyla tachlân l’nesjuna ela patzân min bischa

Metul dilachie malkutha wahaila

wateschbuchta l’ahlâm almîn.

Amên

In Hebrew

אבינו שבשמים יתקדש שמך

Avinu shebashamayim, yitkadesh shimkha,

תבוא מלכותך יעשה רצונך

Tavo malkhutkha, ye'aseh rtsonkha

כאשר בשמים: גם בארץ

kvashamayim ken ba'arets.

את לחם חוקנו: תן לנו היום

Et lekhem khukeynu ten lanu hayom,

ומחל לנו על: חובותינו כאשר מחלנו גם אנחנו לחיבנו

uslakh lanu al khateynu kfi shesolkhim gam anakhnu lakhotim lanu.

ואל תביאנו לידי נסיון

V'al tvi'eynu lidey nisayon

כי אם תחלצנו מן הרע

ki im khaltseynu min hara.

כי לך הממלכה והגבורה: אמן:

Ke lakha, hamamlakha, vehageverah, veha tiferet l’olemei ‘olamim. Amein.

So, here is “The Lord’s Prayer” in some different languages – enjoy it:

In English

Our Father, who art in heaven

Hallowed be thy name

Thy kingdom come

thy will be done on earth as it is in heaven

Give us this day our daily bread

And forgive us our trespasses

as we forgive those who trespass against us

And lead us not into temptation, but deliver us from evil

For thine is the kingdom, the power and the glory, for ever and ever

Amen

Japanese

天におられるわたしたちの父よ、

Ten ni orareru watashitachi no chichi yo　

　み名が聖とされますように。

Mina ga sei to saremasu you ni

　　み国が来ますように。

Mikuni ga kimasu youni

　　みこころが天に行われるとおり

Mikokoro ga ten ni okonawareru toori

　　地にも行われますように。

chi nimo okonawaremasu youni

わたしたちの日ごとの糧を

Watashitachi no higoto no kate wo

　　今日も お与えください。

kyou mo oatae kudasai

　　わたしたちの罪をおゆるしください。

Watashitachi no tsumi wo yurushi kudasai

　　わたしたちも人をゆるします。

Watashitachi mo hito wo yurushi masu

　　わたしたちを誘惑におちいらせず、

Watashitachi wo yuuwaku ni ochiirasezu

　　悪からお救いください。

Aku kara osukui kudasai

Portuguese

Pai nosso que estais nos céus,

Santificado seja o Vosso nome.

Venha a nós o Vosso Reino.

Seja feita a Vossa vontade,

Assim na Terra como no Céu.

O pão nosso de cada dia nos dai hoje.

Perdoai as nossas dívidas,

Assim como nós perdoamos os nossos devedores.

E não nos deixeis cair em tentação,

Mas livrai-nos do mal.

Amém.

Russian

Отче наш , сущий на небесах 

Otche nash , sushchiy na nebesakh

Да святится имя Твое ; 

Da svyatitsya imya Tvoye

Да придет Царствие Твое 

Da pridet Tsarstviye Tvoye

да будет воля Твоя и на земле как на небе ; 

da budet volya Tvoya i na zemle kak na nebe

Хлеб наш насущный дай нам на сей день ; 

Khleb nash nasushchnyy day nam na sey den'

И прости нам долги наши Как и мы прощаем должникам нашим , 

I prosti nam dolgi nashi Kak i my proshchayem dolzhnikam nashim

не введи нас в искушение , Но избавь нас от лукавого . 

ne vvedi nas v iskusheniye , No izbav' nas ot lukavogo

Ибо Твое есть Царство и сила и слава во веки . Аминь .

Ibo Tvoye yest' Tsarstvo i sila i slava vo veki . Amin'

French

Notre Père qui es aux cieux

Que ton Nom soit sanctifié

Que ton règne vienne,

Que ta volonté soit faite sur la terre comme au ciel.

Donne-nous aujourd’hui notre pain de ce jour;

Pardonne-nous nos offenses,

Comme nous pardonnons aussi à ceux qui nous ont offensés;

Et ne nous soumets pas à la tentation,

Mais délivre-nous du Mal.

 Car c’est à toi qu’appartiennent, le règne, la puissance et la gloire, pour les siècles des siècles. 

Amen.

German

Vater Unser im Himmel,

Geheiligt werde Dein Name,

Dein Reich komme,

Dein Wille geschehe,

wie im Himmel so auf Erden.

Unser tägliches Brot gib uns heute.

Und vergib uns unsere Schuld,

wie auch wir vergeben

unseren Schuldigern.

Und führe uns nicht in Versuchung,

sondern erlöse uns von dem Bösen.

Denn Dein ist das Reich und die Kraft

und die Herrlichkeit in Ewigkeit.

Amen.

With the Death of Pope Francis Who Will Be the New Pope

With the death of Pope Francis on Sunday, April 20, 2025, the Catholic Church begins the traditional conclave process to elect its new spiritual leader.

This millennia-old event, steeped in ritual and symbolism, recently gained mainstream attention through the film Conclave (2024), winner of the Oscar for Best Adapted Screenplay. Directed by Edward Berger and starring Ralph Fiennes, the movie offers a dramatized yet intriguing glimpse behind the scenes of papal selection.

leia este artigo em português

The Real Conclave: Tradition and Procedures

After the pontiff's death, the Vatican enters a period known as sede vacante (vacant seat). During this time, the camerlengo — currently Cardinal Kevin Farrell — assumes temporary administration of the Holy See, handling day-to-day matters and organizing the Pope’s funeral.

Between 15 and 20 days after the death, cardinals under the age of 80 gather in the Sistine Chapel for the conclave. Isolated from the outside world, they take part in secret ballots until a candidate receives a two-thirds majority. The white smoke rising from the chapel’s chimney announces to the world the election of a new pope.

If you’re interested in how the administrative structure of the Catholic Church compares to that of a modern multinational company, check out this insightful article by Luiz Pagano http://blemyaeng.blogspot.com/2013/04/lessons-to-be-learned-from-oldest.html

Conclave (2024) movie: When Art Imitates Life

The film Conclave depicts the election of a new pope following the sudden death of the Holy Father. In the story, Cardinal Lawrence (Ralph Fiennes) leads the process, facing intrigue and revelations that threaten to shake the foundations of the Church. While fictional, the plot addresses themes like ambition, faith, and power, reflecting the complexities of the real conclave.

Luiz Pagano at the Vatican - In 2013 he published a monograph that analyzes the organizational structure of the Catholic Church from a corporate perspective, drawing parallels between the functioning of the Holy See and the management model of a multinational company — highlighting aspects such as leadership, governance, succession and global presence.

With a standout cast including Stanley Tucci, John Lithgow, and Isabella Rossellini, the film was acclaimed by critics and audiences alike, grossing over $100 million worldwide. In addition to the Oscar, it received awards at the BAFTAs and Golden Globes, establishing itself as a timely and relevant work.

Reality and Fiction: Points of Convergence

Though dramatized, Conclave provides an engaging portrayal of the papal selection process, highlighting the tensions and challenges faced by the cardinals. The recent death of Pope Francis has sparked renewed discussion on succession and the Church’s future, making the film all the more relevant.

Although both play crucial roles during the sede vacante, the camerlengo and the dean of the College of Cardinals have distinct functions: the camerlengo — currently Cardinal Kevin Farrell — manages the day-to-day affairs of the Holy See and organizes the conclave after the pope’s death. The dean, the role played by Ralph Fiennes in Conclave, presides over the College of Cardinals during the election, guiding discussions and promoting consensus. While the camerlengo keeps the Church "machine" running, the dean leads the spiritual discernment for choosing the next pontiff.

Top Contenders to Become the Next Pope

Here’s a list of the most likely candidates to succeed Pope Francis, based on their backgrounds, theological outlooks, and geographic representation:

1 Cardinal Luis Antonio Tagle (Philippines)

Former Archbishop of Manila and current Prefect of the Dicastery for Evangelization. Seen as an “Asian Francis,” Tagle is progressive, charismatic, and has broad global appeal. His election would make him the first Asian pope in history.

2 Cardinal Pietro Parolin (Italy)

Vatican Secretary of State, Parolin is a seasoned diplomat and moderate, with strong ties across Church factions. His election would continue the Italian papal tradition and offer institutional continuity.

3 Cardinal Matteo Zuppi (Italy)

Archbishop of Bologna and president of the Italian Episcopal Conference. Known for his social justice work and openness to pastoral reform, including blessing same-sex couples.

4 Cardinal Robert Sarah (Guinea)

Former Prefect of the Congregation for Divine Worship and a leading conservative voice. His election would represent a return to traditionalism and make him the first African pope in centuries.

5 Cardinal Fridolin Ambongo (Democratic Republic of the Congo)

Archbishop of Kinshasa and president of the Symposium of Episcopal Conferences of Africa and Madagascar. A strong advocate for social and environmental justice.

6 Cardinal Péter Erdő (Hungary)

Archbishop of Budapest and a renowned canon law scholar. Highly respected for his intellect and diplomatic skills. He would offer a balance between tradition and modernity in Central Europe.

7 Cardinal Jean-Marc Aveline (France)

Archbishop of Marseille, Aveline is known for promoting interfaith dialogue and migrant integration. His election would emphasize multicultural coexistence in Europe.

8 Cardinal Leonardo Ulrich Steiner (Brazil)

Archbishop of Manaus, Steiner is a strong advocate for the Amazon and Indigenous peoples. His papacy would underscore the Church’s ecological and Latin American focus.

These cardinals represent the geographic and theological diversity of today’s Catholic Church. The choice of the next pope will depend on balancing tradition and renewal, while representing the global community of believers.

For those curious about the inner workings of the conclave and Vatican politics, Conclave offers a compelling — though fictionalized — entry point into this world of secrecy, spirituality, and power.