To qualify for preferential duties, exporters must meet ROO rules, but these are complex – and strict compliance is essential to avoid costly customs audits. In this article, we outline what companies need to understand about rules of origin – and highlight the key points exporters must manage to avoid failing an audit.

What rules of origin actually do

Rules of origin are fundamental to international trade because they gatekeep access to Free Trade Agreements (FTAs). ROOs determine the economic nationality of a product, i.e., where a good is truly considered “from” for tariff purposes.

Rules of origin are the laws, regulations and administrative guidelines that governments use to determine an imported product’s country of origin, not always an easy matter when the raw materials, manufacturing, processing or assembly of a product can be provided in several different countries.

For example, simply shipping a product from, say, Canada to the EU, does not automatically grant it preferential treatment under the Canada European Union Comprehensive Economic and Trade Agreement (CETA).

If the product uses inputs from outside the FTA zone, it must undergo substantial transformation in the exporting country to be deemed “originating” in that country.

Exporters must meet the strict, product-specific criteria laid out in each FTA, in order for the product to qualify as “originating” and become eligible for reduced or zero tariffs.

Two main types of rules of origin

Rules of origin are generally categorized into two distinct types, each serving a different purpose in international trade: preferential and non-preferential.

Preferential ROO

These are the rules that matter most to exporters seeking a competitive edge. Preferential ROO are applied exclusively within the framework of FTAs, such as USMCA (formerly NAFTA), the Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP), or the Regional Comprehensive Economic Partnership (RCEP).

Meeting these rules is how a product qualifies as “originating” under the terms of the agreement, which in turn grants it preferential tariff treatment. In practice, it means that importers pay either a reduced or a zero-duty rate.

Non-Preferential ROO

Non-preferential ROO determine a product’s origin for general commercial purposes and are applied unilaterally by a country (or by multilateral organizations like the WTO) in cases where no FTA benefits are being claimed.

These rules do not usually grant any special tariff advantages, but countries still impose these rules for various administrative and trade remedy reasons, for example:

• Trade statistics: Accurate recording of import and export data.
• Country-of-origin labelling: Determining the “Made In…” label required on goods.
• Trade remedies: Applying specific measures like anti-dumping or countervailing duties against goods determined to originate from a specific country.
• Government procurement: Determining the eligibility of a product for public tenders.

While both rule types are legally required, for the specific goal of maximizing profit and offering cost savings to your buyers through lower import duties, preferential ROO are the primary focus for any company using an FTA.

How to figure out the rule for your product

Determining origin starts with classification. Every product in global trade is assigned a specific harmonized system (HS) code by the World Customs Organization (WCO).

The World Customs Organization says that,

“At the heart of international trade, the harmonized system is an essential tool for harmonizing and facilitating the movement of goods around the globe.”

The HS code is the anchor for all trade rules. Once you have the correct HS codes for your exported product, you can look it up in the relevant FTAs’ annex or schedule, which will detail the product-specific rule (PSR) you need to meet. These rules fall roughly into four categories:

Wholly Obtained (WO)

This is the most straightforward rule. Here, goods must be entirely sourced or produced within the territory of one FTA member country. None of the materials used to produce the goods can be non-originating. Wholly obtained goods automatically qualify as originating.

Clear examples include minerals extracted from the ground, live animals born and raised, or fish caught by vessels registered and flagged to that country.

Change in Tariff Classification (CTC)

CTC rules are the most common method for manufactured goods that use imported components. The core principle is that non-originating inputs must undergo sufficient production or processing within the exporting country.

In other words, the finished product is classified under a different HS code than the inputs. There is a minimum shift in classification required for this rule to apply. Depending on the rule, the required “shift” can be at a high level – implying a change in the applicable chapter of the HS code.

Some rules allow more granular changes in how to find HS code, for example, a change in subheading. It depends on the specifics of the free trade agreement.

Regional Value Content (RVC)

The RVC rule dictates that a certain minimum percentage of the final product’s value must originate from within the FTA region.

According to Export Development Canada,

“The imported components must undergo significant transformation during manufacturing to be considered as originating from the trade agreement countries.”

This rule is often used for products where a tariff shift alone is not considered a sufficient transformation. Think about really complex assemblies, such as a car or industrial machinery.

The FTA will specify the calculation method to be used, but the common ones are the transaction value method, which looks at the selling price of the product, and the net cost method, excluding costs such as marketing and royalties.

Specific Process Rules

For a limited set of international business contracts, origin is determined by requiring the completion of a specific, non-tariff-based manufacturing or chemical process.

This rule is often applied to industries like textiles, chemicals, and refined metals (steel), where the process itself is the measure of substantial transformation, regardless of the resulting HS code.

Key points exporters must manage

ROO compliance requires diligence across multiple parts of your supply chain and record-keeping system, including:

• HS code accuracy: Incorrect classification is the most common and costly mistake, as using the wrong HS code immediately leads to an inaccurate ROO determination. This can result in your buyer being denied the preferential tariff.
• Understanding the applicable rule: Different FTAs have different rules, so a product that qualifies as originating under CETA may not qualify under USMCA due to varying RVC thresholds or CTC requirements.
• Tracking inputs: For any product not wholly obtained, you must trace the origin and processing of your components. That includes where inputs are from, the relative value of each input, and its transformation status.
• Maintaining documentation: Exporters are required to keep records to back up every origin declaration, including bill of materials and supplier declarations. Cost breakdowns and production records are also critical.
• Issuing the certificate of origin: The required format depends on the FTA and can vary from self-certification (USMCA, CPTPP, and CETA) to government-authorized certificates, particularly in the case of older regional agreements.
• Importer responsibilities: The importer is the party legally responsible for claiming the preferential tariff rate and ultimately liable for any inaccuracies. Importers must retain the origin documentation provided by the exporter.

Note that under certain FTAs (like RCEP), the importer is permitted to issue the origin declaration themselves, placing the compliance burden directly on them.

Common pitfalls

Navigating rules of origin is complex, with even experienced exporters making mistakes. Common pitfalls include:

• Assuming “Made In X” means “Originating in X”: The country where a product is made is not the same as its origin according to trade rules. Something can be made in one country, but fail to qualify as originating in that country according to an FTA.
• Trusting supplier classifications: Exporters often assume the materials provided by their suppliers meet the origin criteria – but should instead verify via a formal supplier declaration or certification.
• Ignoring the De Minimis rule: The de minimis rule is a tolerance that allows a small percentage of non-originating inputs to be used without affecting the origin status, provided the product otherwise meets its ROO.
• Origin when suppliers change: A change in your supply chain, even switching suppliers within the same country, can alter the origin status of your materials.

It’s also worth noting that when a regional value content rule applies, errors in calculation, including the wrong valuation method or non-allowable costs, can invalidate the entire origin claim.

ROO knowledge is core to the correct trade declaration

Ultimately, understanding and mastering the rules of origin is just non-negotiable. Strict compliance ensures your product is correctly documented, which protects your company during customs audits.

Achieving assured originating status directly translates to financial benefits by allowing your product to access lower tariffs (often zero duties) under FTAs, which immediately helps with competitive pricing in new markets.

It’s a win-win, but the rules are complex. Close adherence is an absolute must.

The post Rules of Origin: What You Need to Know appeared first on Trade Ready.

Unfortunately, these uncertainties tend to hit small businesses the hardest. Small businesses might have thinner margins and fewer buffers in their balance sheets. They may serve customers who are finding it increasingly difficult to afford goods. Is there some practical way smaller businesses can increase their resiliency to tariff expenses, including through diversification?  

“Small business owners must plan how to respond to these new realities and the economic uncertainty ahead,” noted Rohit Arora for Forbes.

But what can that response look like for smaller businesses with less macroeconomic wiggle room?  

The real cost of tariff volatility for businesses 

Imagine a small business operating with a 10% profit margin on a product that relies heavily on international trade. A tariff increase of 20-40% on the raw materials needed to produce that product can immediately erode the margins. Small firms, dependent on long-term contracts to reduce margins, don’t always have the leverage they need to renegotiate contracts.  

If trade tensions spike, small business tariffs can have devastating impacts. 

But costs alone aren’t the only risk with tariffs. The broader tariff impacts can complicate all sorts of plans. It may be increasingly difficult to document imports and exports. Businesses may need to make new logistical decisions in response to changing costs. And if a small business has to find a new source for its products, it could upend an entire business model. 

Even if businesses can weather these storms, they can lose what created their market share in the first place.

Price competitiveness can go down. And companies may hesitate to expand to new markets because they’re uncertain about which tariffs will spike next. As the Business Development Bank of Canada (BDC) notes, “pursuing export opportunities in the EU often requires companies to navigate stringent regulations.” If you can handle these regulations, options like exporting to Europe can broaden your ability to diversify. You can think of it as “exporting risk.” 

How can small businesses handle these challenges? There are multiple items to consider that will help you build a sharper tariff strategy. 

Tariff strategy #1: Map and stress-test your supply chain 

The best thing any small business can do is understand its current supply chain. Build a map. Where are the current suppliers? What are their countries of origin? What are their shipping routes? Are there any tariff-sensitive inputs that go into making your products? These are critical questions to answer because many companies don’t realize just how many key components may originate in tariff-targeted countries. 

Next, a small business should run some stress tests.

“What happens if tariffs rise 10%? 50%?” “What if a supplier country becomes politically unstable?”

This will help you identify single-source dependencies and components without any alternative suppliers, which highlights the key risks you need to hedge against.

Tariff strategy #2: Reduce single-country dependence by looking for multi-region supplier diversification 

Now that you’ve identified the risks, diversification is the best way out. If you can source across several low-risk regions to reduce tariff exposure, you’ve already made a lot of headway. 

For example, Chile offers a highly open and stable trade regime, with low, predictable tariffs (around 6% MFN) and over 30 FTAs covering more than 65 economies, making it a strong partner to support a more diversified and resilient supply chain. 

This may require some macroeconomic and geopolitical analysis.

Look at current trade relationships and evaluate tariff history across regions with relatively stable policy environments.

For example, the EU and Chile, ASEAN and China, or the EU and Vietnam. Reviewing how these trade corridors have evolved over time can help you spot patterns in tariff exposure, policy consistency, and regional risk before making sourcing decisions. 

Tariff strategy #3: Diversify beyond suppliers by looking at multiple markets 

Diverse suppliers can help you remain resilient as a business. But what about zooming out? You may need to diversify markets if you’re going to remain tariff-proof. Multiple markets will offset your risk thanks to basic diversification: if tariffs rise with one market, your revenue can still remain stable overall. 

Expanding into additional regions, like Europe or Canada, can help spread your risk around. BDC highlights that exporting to Europe offers stable demand, for example. The downside is a heavy regulatory environment. But if you treat options like these as a part of a broader tariff strategy, you’ll realize that it’s possible to establish footholds in new markets that expand your ability to weather risk. 

Tariff strategy #4: Look for leverageable trade agreements and preferential tariff programs 

So far, the strategies mentioned have been defensive. But there are more assertive strategies for building a diversified portfolio of suppliers. 

To begin, look for any relevant free trade agreements, or unilateral preference programs, that are in place in your industry.

Are there any that reduce costs immediately? Are there unique exceptions for some products that will keep your business with a sustainable profit margin? 

You can also shift your sourcing or assembly operations to countries with more favorable agreements. Maybe the answers to the questions above aren’t favorable now. However, if you can develop a small business strategy that spans multiple countries, you may potentially benefit from lower tariffs on products assembled in specific regions.  

Tariff strategy #5: Create a real-time tariff monitoring system 

You may look at these strategies and wonder how sustainable they are if tariff conditions shift unexpectedly. It’s a valid concern. The truth is no one has a crystal ball for future tariff policy. However, you can build an advanced warning system by designating a person or a team to track tariff announcements and political developments. They may even be able to look at trade negotiations to see where specific industries may be headed. 

Look at government trade portals, international trade news, or even consider hiring consultants.

The key is to build a list of trusted sources for forecasting trade developments. You may not expect 100% accuracy, but you should look for a reliable set of sources that can decrease your risks because you feel increasingly “in the loop” for tariff changes. 

Tariff strategy #6: Price and plan for the most uncertain tariff environment 

Ever hear the phrase “hope for the best, prepare for the worst?” This is a variant of that. You may consider introducing tiered pricing strategies, or terms that allow mid-contract tariff adjustments. Customers don’t always like these, so make sure that your tariff pricing policies are clear and well-articulated at every point. 

Assess different tiers of risk and develop a strategy for each one. What happens if tariffs increase by 10%? How will you respond? And how will that response differ if your tariffs increase by 50%?  

Tariff strategy #7: Increase your operational flexibility 

The more flexible your operations are, the more quickly you can pivot if there’s a sudden tariff shift. One great starting point: modular production processes. If you can design products so components can be swapped with equivalents from different suppliers, you’ll avoid getting “locked” into any specific solution.  

Flexibility is just as important from a logistics perspective.

Can you use multiple distribution hubs (ports, warehouses, fulfillment centers) to weather a geopolitical storm?

This kind of strategy isn’t just important for tariff flexibility, but total flexibility in the face of geopolitical risks. 

Reframing tariff risks as a strategic advantage 

Tariff risks will always be there. So will the uncertainty of geopolitical risks. Global trade is shifting, and regulations are increasing. But if you can find a way to map your supply chains, diversify across both suppliers and markets, and build more flexible operational systems, you’ll shift these risks into a potential advantage. Your ability to pivot quickly could keep your prices stable in the face of future geopolitical storms, which isn’t true for every small business. 

Small businesses can’t control policy. But they can control how prepared they are for volatile policies. Build a diversification strategy that gives you some peace of mind that no matter what the next headline in international trade may read, you’re ready for it. 

The post How to build tariff resiliency into your diversification strategy appeared first on Trade Ready.

This approach is logical. The challenges are immense, and new owners rely on existing connections and their comprehensive knowledge of the market to minimize unpredictable variables and business uncertainty. For this reason, entrepreneurs usually start with local customers and operate within the local market. They study adoption rates, refine their offering, and begin to see traction, growing their turnover and reaching a stable market position. Some may fail, but that’s part of the journey.

So, what’s next? As the business grows and enables them to save resources for further investment, founders can begin to look beyond domestic borders: what about exporting? Can we serve this unexpected request coming from this far away market?

This is the moment to consider internationalizing the business.

And, after earning well-deserved confidence from leading a market or niche, the question becomes: how do you win this next challenge?

Replicating domestic strategy doesn’t work internationally

While success in the local market can be a strong foundation for launching a company abroad, it can also become a trap. Simply replicating local practices may prove unsuccessful with foreign customers. Adaptation—not only of the product but of the entire company’s operations—will require time, investment, and (a lot of) persistence.

Often entrepreneurs will make that leap to a new market and think, “We did it! International customers are happy, and orders keep coming in! We made it!” only to realize the celebration came too early.

Exporters also need to be prepared for what comes next: the after-sale phase.

Customer assistance peaks, orders are returned, warranty claims absorb unpredictable amounts of cash, and the whole business starts to become less profitable. So how can businesses set themselves up for export success from start to finish?

While roadblocks are inevitable (external factors are numerous and not always predictable through research or experience) entrepreneurs launching new businesses or products can benefit from using a framework to simplify the process.

Start by placing design at the center of all conceptual work. Encompass all activities needed to build, communicate, and deliver a successful and scalable product both nationally and internationally, based on the principles of “Simplicity, Scalability, Safety”.

Designing a product ready for international market growth

Let’s apply this model with concrete ideas. The activities outlined below are not meant to provide a detailed and comprehensive sequence of “tasks” to follow but serve as examples of ways to optimize when setting up or developing a product in multiple markets.

The ultimate goal is to demonstrate how to build a business as scalable as possible, where scalability is achieved by selling both internationally and domestically.

Simplicity

Set up clear, honest communication

Companies that adopt a clear communication strategy are well-suited to expand into international markets with minimal adaptation effort or growing pains.  Create a content strategy that features easy to understand, intuitive messaging and information, supported by simple visual tools like infographics, images, and videos. Distribute them on the channels used by your target markets such as international social media platforms, and be prepared to localize and translate all content for each market. You can start with English content first to be more broadly accessible.

Approach: Use transparent communication, highlighting the pros of your offer without overpromising, and being clear of its limits (of performance, application, etc.). A frank style allows the international customer to understand your product’s real advantages, increasing the chances of positive acceptance upon real expectations[1].

Format: deliver your content in more than one media format (website, brochures, digital ads, videos, etc.), professionally drafted for a wide (multi-country) audience.

Channels: design and launch an attractive and clear company website, and build a consistent presence in international social media.[2]

An additional practical recommendation is to register local domain extensions for targeted markets to protect brand identity and prevent misuse by others in new regions.

While the “.com” domain is still one of the safest options, companies that begin their business domestically often have a local domain. Before entering new markets, companies should register the local domain extension to prevent competitors or former partners from misusing the brand.

Engineer for easy adoption

When designing a new product, engineer it to be easy to set up, use, and maintain. Carefully study the customer’s experience from the moment they receive the product, and provide clear instructions—not only in text, but also through multimedia formats such as QR codes linking to informative landing pages or video tutorials.

Design the product for intuitive operation and simplified maintenance to minimize product returns, increase customer satisfaction, and reduce post-sale support and warranty costs. These benefits are significant for local customers but become essential for buyers located abroad (and sometimes very far away).

In addition, implement an effective sampling strategy to support product adoption by new buyers: offer smaller-sized products, material samples, and customization options all in one convenient kit that can be shipped for trial before a first order.

Since shipping products (often free of charge) can be expensive, compact sample kits are a cost-effective solution for international markets.

Plan for easy customization

Whenever possible, design products to be easily customizable. One way to do this is to add custom features to a single base product, so that parts can be applied as “customized accessories.” While this approach may involve sacrificing certain features, it delivers significant advantages in reduced inventory requirements, lower personalization costs, and faster achievement of economies of scale.

For example, if a manufacturer plans to launch a new chair collection in different colors, this typically means multiplying inventory or incurring extra “last mile” customization costs for each order. Instead, consider using the same wooden base with a standard upholstery, allowing customers (or company staff) to apply colored fabric themselves. The fabric can be shipped with the chair and included in the setup instructions, eliminating additional handling and manufacturing costs.

The same principles apply to modular product design.

By creating products from different modules that can be easily assembled by the customer, manufacturers can ship items in a compact form and achieve significant benefits.

These advantages include economies of scale, easier personalization, and more efficient transportation.

Modular design allows manufacturers to standardize components, streamline production, reduce inventory costs, and offer varied product configurations simply by switching modules. This approach also ensures flexibility to meet customer preferences, simplifies assembly, and lowers shipping expenses, making it ideal for both operational efficiency and international logistics.

Scalability

Optimize your product for efficient logistics and operations

Many of the ideas discussed for making things easy translate directly into operational efficiencies and cost savings. For example, well-engineered product modularity leads to shared components, consolidated semi-finished products, and reduced inventory. This makes it much easier for companies to expand into new markets through more efficient working capital management and optimized packaging and transportation.

The same principle applies to product accessories and packaging. Using standardized packaging for multiple items, planned with dimensions to fit various products and customized only through labeling, reduces complexity, simplifies warehousing, and lowers investment requirements. This streamlined approach supports market expansion and sustainable logistics by minimizing handling, inventory, and overhead.

Safety

Safety as a feature

Safe materials, robust performance, and user safety generally pave a smoother path toward international readiness. Designing a product’s shape, features, and use of high-quality, non-harmful materials, focusing on detailed components and ease of assembly and modularity, will all help reduce compliance requirements for multiple markets.

Modularity brings additional advantages here: for example, sensitive components like an electrical engine can be outsourced or assembled locally, which may significantly simplify or reduce the scope of electrical compliance certifications.

Similarly, if a local partner adds large-volume elements such as a chassis or fills liquids, shipment costs and import tariffs can be lowered substantially.

This strategic design and outsourcing approach facilitate regulatory compliance, reduces logistics costs, and supports efficient entry into international markets.

How it all comes together to build a product ready for export

Management decisions in any company trigger cascading effects across the business’ many sectors and activities. The points listed here have immediate, short-term, and mid-term impacts on a company’s capacity to compete internationally, helping to avoid costly and resource-intensive late corrections.

The above ideas, while sometimes more applicable to certain industries or products, present a general framework of proactive strategies to design competitive and adaptable products for international markets.

Although these design approaches enhance a company’s competitiveness both domestically and internationally, the heightened challenges, costs, and complex competitive dynamics inherent in global markets make these strategies even more crucial. In other words, they simplify and accelerate the company’s path to global success by minimizing painful, resource-intensive corrections in a later stage.

[1] The management costs of an unsatisfied foreign customer can be drastically higher than the same profits which can be generated by the original sale.

[2] Before opening a social media account, the company must be sure to dedicate sufficient resources for regular posting, prompt replies, audience moderation.

The post How to design a product ready for export appeared first on Trade Ready.

As FITT’s Community & Partnership Lead Lora Rigutto, CITP, opened the event, she captured the spirit of the occasion:

“Today’s event is a celebration of leadership, impact, and the growing influence of the CITP community in global trade.”

FITT Board Chair Denise Amyot reinforced the significance of the designation, noting:

“The CITP designation represents excellence. It signals credibility, leadership, and the ability to navigate complexity in a rapidly changing global trade environment.”

25-Year milestone CITPs: Building the foundation

This year’s 25-year honourees represent the early builders of the CITP designation, professionals whose careers span decades of transformation in global trade.

Their contributions have helped establish the credibility and reputation of the designation across industries and regions. These leaders have navigated economic shifts, policy evolution, and technological change while shaping the profession itself.

20-Year milestone CITPs: Sustained leadership

Celebrating two decades of achievement, the 20-year CITPs exemplify consistency, adaptability, and forward-thinking leadership. Their careers reflect a deep commitment to staying relevant in an ever-evolving trade landscape while mentoring and influencing the next generation of professionals.

15-Year milestone CITPs: Diverse expertise across sectors

The 15-year milestone group highlights the breadth and diversity of the CITP community. These professionals have built strong international networks and contributed across a wide range of sectors.

Represented organizations include a mix of public and private sector leaders including, the Business Development Bank of Canada, Global Affairs Canada, Saskatchewan Trade and Export Partnership, Tootsie Roll Industries, and Umbra Ltd among others.

From trade promotion and finance to manufacturing and consulting, this group demonstrates how CITPs drive impact across industries.

10-Year milestone CITPs: A decade of impact

Marking ten years of certification, this group reflects strong contributions across corporations, government, and international organizations.

These CITPs represent organizations as diverse as FITT’s longtime strategic partner Export Development Canada, Lenovo, Royal Caribbean Group, World Customs Organization, and University Canada West, and many more.

These professionals have spent a decade strengthening global trade practices and advancing their organizations’ international success.

5-Year milestone CITPs: Emerging leaders

The 5-year milestone recipients represent the next generation of trade leaders, professionals who have invested in building credibility and expertise early in their careers.

Their organizations reflect a wide spectrum of the trade ecosystem, including Agriculture and Agri-Food Canada, TD Bank, Honeywell International, Export Development Canada, Algonquin College among many others.

These milestones are not just about time; they reflect momentum and continued professional growth.

Welcoming the newest CITPs

A highlight of the gala was the recognition of the newest cohort of CITPs, professionals who earned the designation in 2025.

FITT President & CEO Caroline Tompkins emphasized the importance of this growing community:

“Behind that success is a shared foundation… we have built and maintained a global standard of excellence for export readiness.”

This year’s new CITPs represent a dynamic mix of emerging talent and seasoned professionals from both public and private sectors. Their roles span trade advisory, logistics, finance, policy, and business development.

Organizations represented include: Invest in Canada, Ontario Ministry of Economic Development, Job Creation and Trade, World Trade Centre Vancouver, NARL Marketing, Quality Move Management, and Dyson.

Lora Rigutto also highlighted individual stories that reflect the depth of experience in this cohort, noting seasoned professionals and global leaders who continue to invest in their development and the designation.

A community driving global trade forward

Throughout the gala, one message remained clear: the CITP designation is more than a credential, it is a global standard and a powerful network.

Caroline Tompkins captured this collective impact:

“By sharing the value of the designation… you help grow both the reach and the depth of this community.”

From 25-year pioneers to newly certified professionals, the CITP community continues to shape the future of international trade—driving innovation, building connections, and strengthening global commerce.

Congratulations to all milestone and newly certified CITPs for your years of leadership and impact as part of this distinguished professional community.

The post Celebrating the community of professionals driving global trade forward appeared first on Trade Ready.

The session, “Leadership in Action: Advisors at Work,” brought together perspectives from government, consulting, finance, and trade education to answer a central question:

How can businesses, and the trade professionals who support them, move forward with confidence in a volatile world?

Moderated by Lora Rigutto, CITP, Partnerships & Community Lead at FITT, the panel featured:

• Margaux McDonald, Canadian Consul and Senior Trade Commissioner in Chicago (Global Affairs Canada)
• Zeeshanali Fazal, CITP, Regional Director at Export Development Canada (EDC)
• Dr. Rahim Mohtaram, CITP, Founder of MCSWAY Commercial and Educational Services
• Pernille Fischer Boulter, CITP, CEO of Kisserup International Trade Roots Inc.
• Dr. Leroy Lowe, CITP, Senior Consultant – Trade Education at FITT

Together, they unpacked emerging trends in exporter mindsets, market diversification strategies, and the evolving role of trade professionals in an AI-driven world.

A new export mindset: From growth to resilience

The past year has been marked by political volatility, tariff concerns, and supply chain disruptions. According to the panelists, the biggest change has been in how exporters think about international expansion.

Zeeshanali Fazal, CITP, has seen this shift firsthand through his work with Canadian exporters at EDC.

“Instead of going growth first, they’re going to resilience first,” he explained. “Companies have had the opportunity to experience what risk can look like, even when we thought there was no risk.”

Rather than focusing solely on revenue growth targets, companies are now prioritizing strategies that help them manage uncertainty and survive disruption.

Fazal noted that exporters are increasingly asking practical questions:

• What happens if tariffs suddenly return?
• How exposed are we to geopolitical risk?
• Are our payments and financing structures secure?

This shift has led many businesses to make greater use of trade finance tools such as guarantees, insurance, and structured financing to mitigate risk.

At the same time, companies are thinking more strategically about diversification.

“We’ve talked about diversification for years,” Fazal said. “But now it’s more practical. People are moving to action.”

Canada–U.S. trade: Stable despite the headlines

Much of the uncertainty surrounding Canadian trade in the past year has centered on the United States. Yet Margaux McDonald, who leads Canada’s trade team in Chicago, offered a perspective from the ground that may surprise some observers.

According to McDonald, the reality for many companies has been more stable than expected.

“A year ago, everyone was bracing for what felt like a giant storm,” she said. “But for the vast majority of Canadian companies, that storm never fully landed.”

In fact, some Canadian exporters have quietly benefited from shifting trade dynamics.

“When I walk trade show floors and ask companies about the impact of tariffs, sometimes their voice lowers and they say, ‘Don’t tell anyone, but this has been really good for us.’”

This paradox highlights how complex global trade dynamics can be. In some cases, tariffs affecting U.S. competitors have created unexpected advantages for Canadian firms.

Still, McDonald emphasized that exporter attitudes are evolving in important ways. She highlighted three major shifts she has observed among Canadian companies.

1. A stronger demand for clarity

Companies want practical guidance on trade agreements, regulations, and incentives.

“There’s been an awakening to the complexity of trade, and how to navigate it effectively. And that’s where this cohort, this community of CITPs, can be so helpful.”

2. More targeted expansion strategies

Instead of pursuing broad market entry, exporters are focusing on regions where they can win.

“There used to be a spaghetti-against-the-wall approach. Now companies are asking: where can we actually succeed?”

3.  Greater focus on trusted partnerships

Canadian firms are increasingly prioritizing long-term, values-aligned business relationships.

Diversification: Supplement, not replace

While diversification beyond the U.S. is gaining momentum, panelists stressed that the strategy should be approached carefully.

Pernille Fischer Boulter, CITP, whose consulting firm works globally with exporters and development agencies, cautioned against treating diversification as an all-or-nothing decision.

“We’re not telling companies to pull out of the U.S. We’re telling them to supplement.”

Canada has access to a wide network of international trade agreements covering dozens of countries. Expanding into new markets, however, takes time, resources, and careful planning.

Fischer Boulter sees companies increasingly looking for low-hanging fruit, markets where they already have some traction or early success.

“If they have a little bit of success in a market like Poland, suddenly they say, ‘Wow, I can do this.’”

Diversification often starts with small wins rather than dramatic strategic shifts.

Strategic supply chains and new trade partners

Dr. Rahim Mohtaram, CITP, highlighted another emerging trend, strategic supply chain realignment.

As companies reconsider their reliance on specific markets, many are exploring partnerships with what he called “middle powers” in global trade.

“Some companies are thinking about working more with China, the European Union, Australia, Japan, Southeast Asia, and even smaller countries,” he said.

However, Mohtaram stressed that diversification does not mean abandoning the United States.

“The U.S. has been the main partner of Canada for export and import, and it will remain the main partner,” he said. “But companies want more options and more alternatives.”

The SMEs facing the biggest challenges

While larger exporters may have the resources to explore new markets, smaller companies often face tougher choices.

Dr. Leroy Lowe, CITP, who works closely with SMEs through training and consulting, has seen firsthand how regulatory uncertainty can disrupt small exporters.

For many small businesses, the unpredictability of tariffs, brokerage fees, and shipping costs has made pricing difficult.

“Some companies are finding their shipments are ending up in customers’ hands at very unpredictable pricing,” he explained. “And that can break partnerships.”

Without the resources to expand globally, many SMEs are taking a different approach.

“One workable short-term solution is simply looking at other places in Canada they haven’t been,” Lowe said.

Expanding into new provinces can help companies grow while building the experience needed to pursue international markets later.

Overcoming exporter hesitation

One challenge that trade advisors consistently encounter is exporter hesitation. Faced with uncertainty, many companies adopt a “wait and see” strategy. The panel agreed that waiting too long can mean missed opportunities.

McDonald described how the Trade Commissioner Service helps companies move past uncertainty.

“We never want to convince anyone to do anything,” she explained. “But we can provide context, grounded analysis, and most importantly, connections.”

Helping companies distinguish between political noise and real market changes is an important part of that process.

“There’s a lot of hyperbole and dramatic headlines right now,” she said. “Part of our job is helping companies understand what’s actually changing, and what might just be theater.”

Fazal agreed that hesitation often stems from lack of awareness.

“When I ask companies what they know about new markets, they often say, ‘We don’t know anything, and we don’t even know where to find the information.’”

For trade professionals, bridging that knowledge gap is a critical role.

Choosing the right markets

When companies do decide to diversify, choosing the right market becomes the next challenge. Fazal described a framework he calls risk triangulation.

This approach evaluates three key elements together:

• Country risk
• Buyer risk
• Transaction structure and financing

“It’s not just about selling. It’s about where you sell, who your buyer is, and whether you’ll actually be paid.”

Lowe added that technology is increasingly helping consultants guide these decisions. He frequently uses AI tools to analyze market characteristics and identify potential opportunities.

“You can ask: what would be the ideal attributes of a market for this company?” he explained. “Then you score potential markets and narrow the list before doing deeper research.”

AI and the future of trade advisory

The conversation eventually turned to a topic dominating many industries, artificial intelligence. Rather than replacing trade professionals, panelists agreed that AI is enhancing their capabilities.

Lowe described AI as a tool that allows advisors to move faster.

“You can gather a lot of information quickly,” he said. “But you still need expertise to evaluate the quality of that information.”

Fazal emphasized the distinction between data and judgment.

“AI handles information,” he said. “But we as CITPs interpret the risk, the context, and the strategy.”

Pernille Fischer Boulter highlighted another advantage trade professionals bring: networks.

“Our networks tie people together in ways AI can’t replicate.”

Mohtaram offered a broader perspective.

“Automation and systems improve businesses, but they also increase the need for people with higher levels of skills.”

The human advantage in global trade

As the panel concluded, one message stood out clearly.

The role of trade professionals is evolving, but it is not disappearing. In a world of geopolitical shifts, complex regulations, and rapidly expanding information, the ability to interpret, connect, and guide strategy is becoming more valuable than ever.

For CITPs and other trade advisors, the future is not about competing with technology. It is about combining data, experience, and human insight to help companies navigate an increasingly complex global economy.

The post How can businesses, and the trade professionals who support them, move forward with confidence in a volatile world? appeared first on Trade Ready.

With geopolitical tensions reshaping supply chains, unilateral tariffs disrupting established trade agreements, and regulatory complexity increasing across regions, global business decisions carry more weight and risk than ever before.

According to the World Trade Organization, global merchandise trade volumes are projected to grow in 2026, but at a slower and more volatile pace than in previous decades, driven by geopolitical fragmentation and policy uncertainty. In other words: opportunity is there, but so is risk.

Against this backdrop, the most successful organizations are not asking whether they should grow internationally. They’re asking smarter questions about how.

1. What are some of the most important steps to take before venturing into a new market?

One of the most common mistakes in global expansion is reacting to opportunity before assessing readiness.

Before venturing into a new market, organizations should conduct a situational analysis, including assessing organizational readiness and planning and analyzing the results of international market research. This is not simply a planning exercise, it is a risk filter.

As the guide explains, “Before an organization embarks on a new initiative in international trade, it is important to assess the organization’s current conditions, attitudes, and resources”. This assessment helps determine whether the initiative is feasible and whether the potential gains justify the exposure.

Companies that skip this step often become reactive exporters, responding to inquiries without clear strategy or trade expertise. In today’s environment, readiness is a competitive advantage.

2. What international market research do you need to do before expanding into a new market?

International expansion demands structured research, not guesswork.

The guide outlines a seven-stage approach to international market research, beginning with defining the research objectives and progressing through stages such as screening potential markets, selecting the research design and data sources, and ultimately presenting conclusions to then apply the research. Each stage reinforces disciplined decision-making.

Beyond methodology, macroeconomic indicators play a critical role. The guide highlights key data points including Gross Domestic Product (GDP), GDP per capita, Household Disposable Income, market size, unemployment rate, population, and inflation rate. These metrics help businesses evaluate market suitability and purchasing power before committing resources.

In other words, expansion decisions should be evidence-based—not optimism-based.

3. How do tariffs introduced unilaterally by the U.S. government affect trade between Canada, the United States, and Mexico, even with CUSMA in force?

North America illustrates how quickly trade conditions can shift.

While CUSMA is designed to facilitate trade, recent unilateral tariff actions by the U.S. government (2025) have disrupted this predictability. Businesses that once relied on stable, tariff-free access have faced sudden cost increases and regulatory uncertainty.

As a result, companies must assume volatility. The guide notes that businesses must assume the possibility of future, unexpected tariffs and plan accordingly. Practical strategies include diversifying supply chains, strengthening trade expertise and maintaining contingency plans.

The broader lesson extends beyond North America: formal agreements do not eliminate political risk. Professionals must remain agile and informed.

4. What integrative export and FDI approaches can businesses employ when expanding into Asia?

International growth is not limited to exporting finished goods.

Organizations can expand through export, international transfer, international partnering, or through FDI. Within these pathways are multiple approaches: indirect export, direct export, licensing, franchising, strategic alliances, representative offices, greenfield investments and mergers and acquisitions.

Each model carries different levels of investment, control and exposure. For example, the guide explains that Greenfield/Brownfield investing is the riskiest and most expensive market expansion option. Conversely, indirect export may limit risk but also reduce market visibility and control.

Selecting the right strategy requires alignment between organizational capacity and long-term objectives. There is no universal blueprint, only informed decision-making.

5. When a company expands into a new market, how important are cross-cultural considerations?

Market entry is not only about economics and logistics. Cultural alignment can determine success or failure.

The guide emphasizes that understanding and adapting to cross-cultural differences is critical for success. Communication styles, consumer behaviour, marketing imagery and negotiation practices can differ significantly between markets. Ignoring these nuances risks damaging relationships before they begin.

Cultural intelligence reduces friction, accelerates trust-building and strengthens long-term positioning.

6. How are tariffs determined on products that are being exported?

Amid strategic discussions, technical fundamentals remain essential.

A tariff is the rate that is used to determine the amount of duty that will need to be paid to the government of the importing country when goods are shipped internationally. Tariffs are determined using the Harmonized System (HS) of nomenclature, an internationally standardized coding system. Many governments have online tools for importers and exporters to determine and obtain a HS code for their materials and products.

Accurate classification directly affects cost, compliance and clearance timelines. Errors can lead to delays, penalties or reputational damage. For international professionals, understanding these mechanisms is not optional, it is operational risk management.

A more disciplined approach to global growth

Across regions, from the United States to China, the Middle East and the Caribbean, the opportunities are real. So are the risks. Regulatory unpredictability, infrastructure differences and currency considerations all influence outcomes.

As the guide concludes, a well-informed and adaptable approach is central to long-term success.

For professionals navigating global markets today, the essential questions are not simply “Where can we grow?” but:

• Are we prepared internally?
• Do the macroeconomic fundamentals support entry?
• What risks exist within the regulatory and political landscape?
• Which market entry model aligns with our capabilities?
• Do we understand the cultural and compliance dimensions well enough to execute effectively?

Exploring these questions in greater depth, along with region-specific insights and practitioner perspectives, can help organizations move from reactive expansion to structured global strategy.

For readers interested in examining these issues further, the Essential International Trade Questions Answered guide offers additional context and practical insight drawn from experienced international trade professionals.

The post 6 Essential questions every international business professional should be asking before they go global appeared first on Trade Ready.

Amidst that backdrop, it can be enticing to delay or defer your international expansion and wait. But it may not settle down soon. And sometimes the best opportunity to be bold is when your competition is caught up in overall market inertia.

Seize the day – don’t wait to explore new markets

Being bold means leveraging an untapped talent pool with deep experience, approaches, and tools available so you can efficiently de-risk and profitably accelerate your international growth.  It means that you no longer need to endure constraints in talent, local market knowledge and execution, or cost.  Combining these elements helps you thrive, despite daunting challenges, when you have so much at stake.

In fact, it can cost you more not to grow internationally, frozen by the moment.

There are tailwinds from Canada’s diversification strategies away from dependence on the USA. Other countries are also looking for new global partners boosted by Canada’s reputation of being a reliable partner. And you’ll find that international growth diversifies your business mitigating impacts from a slowdown in the Canadian (or your domestic) economy.

Beyond the direct business benefits from international growth, I really enjoy the personal growth I get from meeting people from other cultures, learning their perspectives and customs. I suspect you will enjoy it too.

The point is that you can efficiently bolster your team’s international experience without adding overhead costs. It’s about who you use, when and how you use them, and how you find and access them.

3 key actions to jumpstart your global growth

• Don’t be deterred in your international business ambitions by global uncertainty. The knowledge and tools are available to make it a smoother transition, removing talent, insights, and cost constraints. It may cost you more not pursue it.
• Seek experienced guidance. Value deep experience, proven in the markets you target, for the way it can accelerate your progression, and reduce the inherent risks associated with it.
• Explore available resources.Look for resources and tools to help you quickly and easily find and engage the right expertise, each time as situations and your business evolves.

At what stage in market expansion should you engage with consultants?

This approach to accelerating your international expansion can be complementary to initial steps you may have taken. The consultants we are focusing on here have deep knowledge from real experience in the countries you are focused on. They may not know all the countries you are considering and may not be necessary for basic research.

You might decide to engage them either after completing your target country’s primary research (publicly available data and reports, essentially desk research) to help you on your secondary research (in-market insights) to validate assumptions and draft directional plans. Or you might engage them after your secondary research and after choosing your target country, to inject strong local knowledge as you shape and update your plans.

Either way, FITT has excellent guidance, process steps, and information sources for both your primary and secondary research.

An untapped, high impact source  of international experience

I led off this article referencing the global instability and unpredictability we all face. That includes the pros and cons of AI. These cumulative challenges suggest to me that the value of deep business experience has never been higher.

Experience breeds resilience and efficiency from having traveled often steep learning curves.

Fortunately, there is a large and growing, but largely untapped, pool of businesspeople with extensive international experience that you can draw upon.

They are not generally career consultants, rather they have worked inside businesses and know how they work, including their international operations. Their breadth and depth of experience means they can be very efficient in whatever flexible use you need, without adding overhead in a less than full time role.

The untapped talent pool I’m talking about is the growing cohort of businesspeople aging up, with 20+ years of experience.  Society’s perception of age hasn’t caught up with the reality. Longevity can mean that people have added middle years of high productivity, not added years of ill health at the end of their lives.

To that point, the latest brain neuroplasticity research found that we are at our peak cognition, conceptualization, and innovation in our 50s and 60s.

A MIT, Northwestern, Wharton and the U.S. Census Bureau, found that age 50 business founders are twice as successful as age 30 founders. Because of their experience. And that experience can benefit you greatly.

An OECD study found that age 45+ businesspeople are almost always more productive than younger people. And contrary to perception, we are very comfortable driving and adapting to change and technology adoption.

Consider these 4 ways that businesspeople with 20+ years of experience benefit your business, most of it free value add that you don’t pay for:

• valuable combination of knowledge/judgment/wisdom
• enhanced soft skills (communication, collaboration, resilience)
• boosted team productivity by 20% (the benefit of multigenerational teams)
• quick onboarding time, often able to “hit the ground running” due to breadth of cross functional experience
• cost effectiveness from using them less than full time, without benefits and long term financial commitments

Much of this value is not easily quantified, which means that businesses usually do not recognize the full value of aging up workers, whose experience can rub off on your staff and help them grow as a side benefit. Of course, this growing pool includes many people who have earned FITT’s Certified International Trade Professional (CITP) designation.

And due to their experience, consultants can help you adjust and pivot when things don’t quite seem to be going to plan – they can be an early intervention resource.

Select consultants based on the specific needs of your business

Consultants with deep international experience span many different functions, so you can choose the one that best suits your needs. They may be very accomplished in B2B or B2C, product or services, sales and business development, marketing, finance, operations, general management, channel development, partnerships, technology, legal, logistics, and more.

You might even find you want to engage more than one consultant, each with complementary expertise, to help you make sure you are taking a comprehensive approach and not missing any key success factors or risks.

Imagine how much acceleration a medium-sized manufacturer, with no international experience, would get from temporarily injecting proven experience in its target countries without adding overhead. There’s no need to build those capabilities internally, with all the fixed costs that adds.

This kind of support can also buy you time to make informed decisions. See how the business does and identify when to invest in employees after some time in market – a lagging investment decision compared to investing in overhead before your business can sustain it. Using proven experience in part-time roles means you can afford people with top tier experience – an equalizer with your big competitors. A real game changer.

There are now numerous ways you can engage consultants, as non-employees, to leverage their experience in ways that suit your budget and needs, such as:

Where to find and access international trade consultants

The traditional way for businesses to find consultants is through their networks. But what do you do when the expertise is more specialized, like knowledge of specific industries and countries, which makes them harder to find?

As Statscan reported, although there’s a shortage of tradespeople, knowledge workers are not in short supply.  They are just hard to find, so there’s a mismatch. They may not, for example, be as many social media stars. But there’s no correlation between how easy they are to find and how much value they create for you.

There’s a growing number of ways to find the expertise you need, including specific online services marketplaces, traditional recruiters with offices in many countries, boutique Canadian recruiters with an international network, and of course LinkedIn. There’s a growing use of AI to speed up the process of finding and matching consultants to your requirements.

Each of these options can have drawbacks such as high cost, slow turnaround times, an overwhelming number of candidates, or serving a narrow set of needs (which forces you to use multiple sources for multiple requirements). There can also be a lack of verification of someone’s experience. Which makes FITT’s CITP designation helpful.

Building a bolder vision and true competitive advantage

Injecting temporary deep experience doesn’t have to be a one-off or a rare exercise. You can use proven consultants flexibly anytime you face some challenges or opportunities but find that you have knowledge gaps. Quickly scale up or down. Proactively, or reactively when crises hit.

Sequentially injecting experience can make you more agile, more customer-driven, and can improve your execution and results.

Frequently bringing in these “guest workers”, not just for advice but embedded as the situation warrants, can help develop your people and even be a recruiting strategy.

In short, it can help your vision be more ambitious, not resigned to constraints, and improve the odds that you’ll achieve it.

Try a two-pronged approach for market-entry support

Having firsthand experience initiating international business, I know how daunting it can be wading into a different country, culture, and business community. To be successful, it’s vital to use deeply experienced consultants who know your target country, to help you plan and execute your market entry. I only wish these resources were available to me when I began my journey into international business.

You may want to consider a 2-pronged approach to engaging consultants for your international growth:

1. Home based

Engage a consultant based in your home market, i.e. a Canadian-based consultant with 20+ years of experience, for a Canadian company,  someone who has experience in your target country but also knows your culture, to help you draft a market entry approach, assess risks and opportunities, provide guidance on what to look for, and help in choosing the right local partners. There’s a saying: “trust but verify” – deep experience can help with that.

2. Locally engaged

Engage a local proven businessperson in your target country to provide the most current insights, feedback on your plan, and leadership in helping implement it. Recruiters with international offices, partnerships, and marketplaces can help you find the right fit.

In uncertain times, waiting can feel prudent — but momentum favours those who act with intention and insight. By tapping into seasoned international expertise at the right moments, you can reduce risk, accelerate learning curves, and compete far beyond your size.

Global growth doesn’t require building everything from scratch; it requires knowing who to bring in, when to engage them, and how to leverage their experience.

With the right support, international expansion becomes not just possible, but practical — and a powerful source of lasting competitive advantage.

The post How to tap into the best resource for export success – experience appeared first on Trade Ready.

As Rupert Lee-Browne of the Forbes Council puts it, “small and medium businesses are driving economies across the globe.”

But here’s the truth: expanding into global markets isn’t easy, by a long shot. SMEs grapple with a mix of logistical, regulatory, and financial hurdles – not to mention trade disputes. Thankfully, for SMEs, understanding global rules and available support resources can make international expansion far less intimidating.

The good news? North America has begun to invest heavily in training, upskilling, and advisory programs. These resources are helping Micro, Small, and Medium Enterprise (MSME) exporters enter new markets. Read on to learn how SMEs can turn global trade challenges into new and exciting growth opportunities.

Small Businesses Are Making a Huge Impact Across North America

The North American economy is powered by small businesses. Over 99% of Canadian businesses are small or medium-sized, and 99.9% of all American companies are small. Although mega-enterprises tend to dominate the headlines, SMEs (especially micro-firms with less than 10 employees) are making more and more headway in the world of international trade.

Canada’s Growing Export Engine

Canadian small businesses have steadily expanded their global footprint. Per this Government of Canada resource:

• SMEs generated over 53% of Canada’s GDP from 2015 to 2019.
• SME export intensity rose from 3.5% to 5.0% over the last decade.
• The strongest SME export industries range from manufacturing and professional services to transportation and wholesale trade.
• Micro-firms (1–4 employees) are the fastest-growing group of new exporters.
• Service exports have jumped sharply; by 2020, 62.4% of SME exporters were selling their services abroad.

The U.S. Picture

U.S. small businesses export in different patterns but show similar momentum:

• Roughly 97% of U.S. exporters are small businesses, according to the U.S. International Trade Administration.
• MSMEs generated over $542 billion in export value in 2021.
• More SMEs are exploring markets beyond the United States–Mexico–Canada Agreement (USMCA) region, particularly in Asia, Europe, and South America.

Deputy Assistant Secretary for the U.S. Commercial Service, Bradley McKinney, says the America First Trade Policy has helped create “opportunities for U.S. businesses, especially small businesses, to sell their products and services around the globe.” And specific to Canada, the WTO’s Joint Statement Initiative has been instrumental in modernizing trade rules, boosting transparency, and alleviating the administrative burdens on smaller firms.

Together, Canadian and American SMEs are reshaping what North American trade looks like; it’s more digital, more diversified, and more resilient overall.

The Main Challenges Small Businesses Face When Going Global

Even though SME’s global trade influence is apparent in the U.S. and growing in Canada, SMEs still face formidable barriers when entering international markets. Some of the most common obstacles include:

1. Regulatory Complexity

Each country has different trade rules, certifications, labeling standards, safety requirements, and documentation procedures. For SMEs with very limited staff and resources, it can be highly difficult to keep up. Regulatory issues and violations can have several negative effects:

• Slow shipments
• Increased trade-related costs
• Problems entering new markets

The World Trade Organization (WTO) sums this up in an informative briefing: “Small firms are less resilient to regulatory changes, have less resources to adapt, are less able to absorb the costs of administrative requirements, and cannot spread these costs across a larger cost base.”

2. Access to Financial Backing

Exporting requires working capital for expenses like production, shipping, compliance, and insurance, all of which are essential for successful international trade.

Considering the general business climate, smaller firms often struggle to secure trade financing, especially when selling to new or unfamiliar markets. Many of these companies are simply trying to stay afloat in their home market.

3. Limited Market Intelligence

Many SMEs don’t have the time, resources, or specialized expertise to navigate the complexities of international trade. Specifically, they often struggle to:

• Analyze market demand: Figuring out what will sell and at what price can be tricky without in-depth research into foreign markets.
• Find distributors or agents: Finding and collaborating with dependable local partners is a challenge, but it’s a must for smooth operations.
• Assess risks: Shipping delays, currency swings, and other risks are rife in global trade, and the uncertainties can be paralyzing.
• Understand cultural or legal differences: Missteps in global regulations, labeling, or business etiquette can cost a business dearly.

Attempting to export goods or services without this knowledge can result in:

• Missed compliance deadlines
• Rejected shipments
• Poor partner choices

These missteps not only eat into profits but can also damage a company’s reputation and delay its ability to scale internationally. Over time, repeated mistakes can completely stall growth and make global expansion exceedingly risky.

4. Logistics and Supply Chain Management

International shipping can be incredibly complex, and many SMEs are ill-prepared for its intricacies. To get products from point A to point B, firms have to navigate customs procedures, Incoterms, insurance requirements, warehousing options, and return policies that vary widely by country.

For companies that have grown accustomed to domestic operations, keeping track of each of these moving parts can be overwhelming. In addition to that, mistakes can lead to higher costs, frustrated customers, and various other negative effects.

5. Trade Disputes and Geopolitical Uncertainty

Disputes over tariffs, subsidies, and market access aren’t uncommon in international trade situations. They often disrupt supply chains, raise costs, or force companies to tweak their export strategies. On-the-fly changes can hit smaller firms harder since they have fewer resources to absorb sudden shocks.

The reality for small businesses may be sobering, but these obstacles are highly navigable with the right support.

Resources Available to Small Exporters

North America has built an extensive ecosystem of programs to help SMEs build global capability. Here are the most important categories and where to find trusted support.

Training Programs

These programs give SMEs the foundational skills they need to navigate global markets.

• FITTskills International Trade Training. Globally-recognized online courses that let you learn essential international business skills at your own pace.
• Trade Commissioner Service (TCS) Learning Hub. Offers free courses, webinars, and market intelligence on exporting basics, trade agreements, cultural considerations, and industry-specific opportunities.
• U.S. Commercial Service Webinars and Bootcamps. Covers export readiness, e-commerce, documentation, customs, and compliance.
• Small Business Administration (SBA) Export Training in the U.S. Includes step-by-step export planning modules, plus sector-specific sessions.

Upskilling and Digital Tools

When small businesses continually refine their skills and employ the right digital tools, they can operate with far more confidence in global markets. Start with the following:

• Canada Digital Adoption Program (CDAP). Helps SMEs implement digital tools, automation, CRM systems, and e-commerce stores.
• Export.gov’s Market Research Library. Grants free access to country reports, sector guides, and opportunity analyses.
• ITA Digital Strategies for Global Sales. Educates users on cross-border e-commerce, online marketplaces, and digital marketing.

These tools make exporting more accessible and predictable, reducing operational barriers that stand in the way of international business for SMEs.

Consulting Services and One-on-One Support

SMEs perform best when they have advisors who understand their industry, target markets, and risk profile. These consulting and support resources can be a tremendous help:

• Trade Commissioner Service Advisors. Deliver matchmaking, market entry guidance, local introductions, and trade mission opportunities.
• EDC Export Advisors. Offer consulting on financing, insurance, cash-flow planning, and buyer risk assessment.
• SBA Export Assistance Centers (USEACs). Provide hands-on help with regulations, financing, and export planning.
• Provincial Trade Promotion Organizations. Deliver localized guidance, mentorship, and industry-specific expertise.

Whether you train digitally or in person, advisory services help to propel MSMEs from intention to action.

Get Started in the World of International Trade

Exporting is no longer reserved for massive corporations with deep pockets and global networks. SMEs across North America are expanding into new markets at a growing pace, supported by stronger training programs, more accessible advisory services, and a steadily improving export ecosystem.

If you’ve been thinking about international expansion, now is the time to take the first step. Start out small:

• Take a FITTskills course.
• Book a call with a trade advisor.
• Explore one new market using government-provided market data.
• Pilot a single product or service internationally.

The global marketplace only gets broader with time. With solid know-how, professional support, and confidence, MSME exporters won’t just participate – they’ll thrive.

The post Why global trade is within reach for small and mid-sized businesses appeared first on Trade Ready.

HR managers are complaining that potential employees are ghosting interviews, job seekers are ranting about not getting interviews because of ATS (Applicant Tracking System) platforms, and companies are complaining that they are spending countless hours looking for the right talent to no avail. 

Simply put: It’s messy out there—and people are noticing. 

A recent article by The Atlantic cut right to the chase when describing the job landscape in 2025–2026, nailing all these issues on the head with a simple title and byline “The Job Market Is Hell: Young people are using ChatGPT to write their applications; HR is using AI to read them; no one is getting hired.” 

For those looking for work, it might feel like a chaotic and fruitless process, but there are things you can do to rise above the noise and stand out— especially if you’re looking to enter the international trade job market.

Unifying all of these tips is an important ethos: if you truly have the skills and experience to benefit an employer and their business, you need to prove this in detail.  

This means specifying your previous wins by the numbers, showcasing your verified and validated expertise and education, and offering specific solutions to their problems. Your resume should be less about what you can do in general and a lot more about what you can do for the employer right now and into the future, down to the percentages. 

Proving your worth isn’t solely limited to your 1–2-page CV either. Proof comes in what you say and do in real life. That means you also have to reach out and immerse yourself in international trade networks. Showcase your experience and problem-solving expertise at events, in blogs, or on LinkedIn. Whether you like it or not, people who usually stand out make an effort to stand out, and that’s what will get you noticed by recruiters right now. 

Not sure where to start? Don’t worry; we’ve got 5 concrete tips to help you get noticed in today’s international trade job market: 

1. Cater your summary and skillset to trade’s most topical issues

The global trade ecosystem has fundamentally shifted. The World Economic Forum (WEF) reports that 39 % of core skill sets are expected to transform or become obsolete by 2030. Simultaneously, the World Trade Organization (WTO) emphasizes that investing in skills for trade is not optional—it’s essential, in their report “Investing in Skills for Inclusive Trade.”  

For the job-hunter, this means two things: 

One, trade-industry employers don’t just value traditional trade experience; they also value 

• digital literacy—especially with AI 

• regulatory fluency and compliance (hello tariffs) 

• a global-market mindset (diversification is on everyone’s radar) 

Two, your CV must articulate your ability to sit at this intersection of tradition and trend. 

So, when it comes to your resume or CV summary, make sure you highlight these topical areas of knowledge. 

That means, instead of saying something generic like “Global supply chain expert who gets results,” try something like “Accredited trade specialist who combines import/export operations, tariff-and-compliance knowledge, and emerging-tech fluency (AI/data analytics) to support global supply chains.”

This tip also applies to how you describe your key strengths. Instead of a long list of generic one-word skills, like “supply chain, logistics, and technology,” make sure you explain useful areas within these core topics. For example: 

• “Global trade compliance and tariff management (incl. classification codes, sanctions screening)” 

• “Supply-chain risk mitigation in geoeconomically dynamic regions” 

• “Technology-enabled trade operations: e-commerce logistics, trade-data analytics, cross-border digital platforms” 

When you tailor your job-search narrative this way, you reflect not only what companies want today but what they will prize tomorrow. 

2. Showcase your measurable results

Today’s resumes need to lead with calculable results. That’s because numerical metrics prove that you can actually attain real-world success markers—like ROI and revenue—that businesses need to thrive. For example, instead of writing “experienced with customs clearance in the APAC market,” opt for quantifiable increases and percentages, followed by the skillset used to achieve the win. For example: 

• “Reduced customs clearance delays by 18 % across 12 export markets” 

• “Negotiated freight-rates yielding cost-savings of USD 350K annually while strengthening carrier network across Asia-Pacific” 

3. Understand how Applicant Tracking Systems work, then highlight your keywords

Many large organizations and HR departments use Applicant Tracking Systems (ATS) to screen for terms and skills that their recruits will need to focus on. So, if their company is hiring a trade compliance specialist, terms such as customs-broker liaison, Incoterms, HS classification, tariff-engineering, export-control, sanctions, trade-compliance analytics, regional trade agreements (RTA) expertise, origin-marking and digital trade platforms would be words to consider.  

When it comes to how you apply these words to your resume, make sure you insert only what you actually have expertise in, and detail how you use this skill in real life to get numerical results.

So, for example, instead of saying “Experienced with customs compliance and regional trade in international markets,” choose something like: 

 “Implemented HS-classification and origin-determination processes across 14 markets, reducing customs delays by 27% and ensuring 100% compliance with regional trade-agreement requirements.” 

4. Validate your learning mindset and expertise with credentials

Nothing showcases your true expertise quite like a recognized credential. Recruiters don’t have to question how much training you’ve had or whether your knowledge is up to speed. This work has already been done for them through the verification process of the certification body.  

More than just letters on the end of your name on a CV, designations like the Certified International Trade Professional (CITP®|FIBP®) designation are industry-backed, meaning that professionals all around the world in public and private organizations recognize their ability to improve the skills of their employers.  

Moreover, a CITP is governed by strict rules and bodies, meaning that their knowledge base is regularly being updated to suit the current-day markets, a relief to employers seeking hires versed in the problems of today. 

In fact, many companies actively recruit for people with designations like the CITP. Browse through current-day job boards and you’ll find many well-known brands, organizations, and government bodies labelling these specific certifications as “an asset” to their currently open positions. 

5. Use your network and align with trade-specific organizations

Earning a professional designation like the CITP can also broaden your trade network—connecting you with other professionals with the designation and their contacts. Use this benefit to your advantage. 

Frequently, certification bodies have networking events, celebrations, and webinars where you can find or showcase expertise, and even one RSVP can open several job opportunities for you.  

Organizations like FITT also have blogs and CITP-specific spotlights that highlight people in the industry, giving you access to individuals who might be hiring or their connections who are hiring. A few clicks and a short message could also be the key to getting that first interview.  

Get more than your foot in the door—showcase the person, the potential, and the practical applications

For jobseekers navigating the international trade job market, the message is clear: you need more than a standard skillset résumé or CV. You need to present yourself as a player in a transformed ecosystem, fluent in technology, agile in regulatory shifts, and ready to bridge global markets. You need to showcase your passion for lifelong learning and improvement in your field, and you need to put proof to your abilities with real numbers and data.  

You will stand out with effort, and that’s the first step to getting noticed. 

What are the fastest-growing international trade jobs of 2026? Read this article to find out! 

The post How to land a role in the international trade job market appeared first on Trade Ready.

Operating across borders routinely exposes businesses to complex legal and regulatory friction – friction that can lead to disputes. Trade disputes create substantial risks for supply chain integrity, the ability to meet customer expectations, and for profitability.

Reactive attempts at resolution are rarely a good idea.

In this article, we will explain how companies that trade internationally can resolve and, even better, proactively mitigate common types of international trade disputes.

Jump to:

• Contract disputes
• Intellectual Property disputes
• Tariff, origin, customs disputes
• Distribution, franchise, or joint-venture disputes
• Investor-state conflicts e.g. expropriation or regulatory disputes

How does an international trade dispute arise?

An international trade dispute is a formal disagreement between entities operating in different legal jurisdictions. These disputes arise when one party considers that there is a breach of contract, treaty, or regulation – and when that breach negatively impacts their commercial interests.

Triggers vary from operational failures (such as late delivery, non-payment, or quality issues), through to complex regulatory conflicts involving tariff classifications or rules of origin.

Intellectual property rights can also come into play, while it’s not uncommon to see claims by foreign investors of unfair treatment or expropriation by a host state.

5 common trade disputes – and how to solve them

If you want to effectively manage trade dispute risk, you need to understand the potential conflict zones and their specific remedies. Here, we examine five prevalent types of international trade disputes – including actionable strategies both for mitigation and for resolution in each scenario.

1.     Contract disputes in cross-border transaction

These disputes arise when one party to an international contract fails to fulfil its obligations. Think about late delivery beyond contractual terms, late or non-payment, and quality discrepancies. It can be exacerbated by external factors such as currency fluctuations or force majeure events.

For example, consider a South American soybean exporter that faces a dispute after contracting to supply a Chinese buyer. When China imposed new tariffs, the exporter attempted to invoke a force majeure clause on the contract while the buyer refused the shipments at the new price, creating a conflict over which party bore the financial risk of the new regulations.

The soybean exporter should try to resolve matters according to pre-agreed mechanisms. Their international contract should specify governing law and jurisdiction, prioritizing alternative dispute resolution (ADR) methods such as ICC arbitration or mediation, over potentially lengthy foreign litigation.

The risk of cross-border contractual disputes can be mitigated by:

• Precise drafting: Contracts must clearly specify governing law, jurisdiction, and currency terms.
• Use of international commercial terms (incoterms): Clearly define delivery obligations and the exact moment risk transfers between parties, as defined by the International Chamber of Commerce (ICC).
• Continuous monitoring: Discovering divergence from contractual terms early on allows for implementing a fix before there is serious damage to commercial outcomes or the contractual relationship.
• Secure revenue: Mitigate non-payment risk by requiring advance payments or using secure instruments like letters of credit.

It’s also worth including force majeure and change-of-law clauses to allocate risk for unforeseen regulatory actions.

2.     Intellectual property disputes

It’s not uncommon to see an organization in another country infringing on your trademarks, patents, copyrights, or trade secrets.

Whether it’s misuse of IP or improperly licensing these trademarks across borders, there is a unique challenge here: different jurisdictions maintain varying levels of IP protection and enforcement standards.

We often see major disputes that arise even at the WTO level, such as the United States of America accusing China of inadequate IP enforcement, leading to formal complaints to the WTO.

Resolution often involves complex litigation in the infringing party’s local courts or, for systemic issues, state-to-state dispute settlement through bodies like the WTO. Preventative action against intellectual property disputes is better:

• Comprehensive registration: Register trademarks and patents in all relevant jurisdictions, not just the home country.
• Protective agreements: Utilize strong Non-Disclosure Agreements (NDAs) when sharing sensitive technology or designs.
• Proactive monitoring: Actively monitor foreign markets for unauthorized use or counterfeits to enable early enforcement.

It’s also worth ensuring that licensing agreements clearly define rights, territories, duration, and termination mechanisms.

3.     Tariff, origin, and customs disputes

Cross-border tariff and customs disputes are disagreements with national authorities over the classification of goods: including the place of origin, applicable customs duties, or import/export restrictions.

For example, a common operational dispute occurs when customs authorities at the port of entry reclassify imported goods under a different harmonized system (HS) code than declared, triggering unexpected duties and holding up supply chains.

Resolution is possible, but it involves formal administrative appeals to customs authorities – complaints that rely heavily on a verified audit trail of the goods’ journey and transformation.

Complaints can take substantial time to resolve, at best frustrating the end customer, and at worst leaving goods such as perishables unsellable. It’s a type of international trade dispute to avoid at all costs:

• Meticulous documentation: Maintain detailed records of production, value-added, and input origins to substantiate claims for free trade agreement benefits.
• Regulatory monitoring: Actively monitor applicable HS codes, duties, and regulatory changes in both exporting and importing jurisdictions.
• Risk allocation: Include specific contract clauses that allocate the financial risk of potential reclassification or new duties.

Another useful measure is to utilize trade compliance partners to build robust traceability into your entire supply chain, protecting your trade flows against regulatory disputes.

4.     Distribution, franchise, or joint-venture disputes

Cross-border partnership models such as distributor agreements, franchising, and joint ventures can often lead to flashpoints such as termination rights, exclusivity clauses, control issues, and conflicts between majority and minority partners.

Consider a manufacturer that triggers a dispute because it’s trying to terminate a contract due to a lack of delivery. The foreign distributor may benefit from local indemnity rights not explicitly addressed in the original contract, thereby blocking contract termination.

Resolution typically hinges on the governance frameworks established at the outset. Well-defined exit strategies and dispute resolution clauses are essential:

• Clear agreements: Draft contracts with precise roles, performance metrics, exclusivity terms, and termination rights.
• Upfront governance: For joint ventures, agree upfront on reporting rights, exit strategies, and protections for minority partners.
• Due diligence: Conduct thorough due diligence on a potential partner’s reputation and the local regulatory environment before committing.

As always, the most damaging disputes emerge from unsatisfactory relationships that remained that way for too long, so it’s worth maintaining regular communication and formal review mechanisms to monitor partner performance.

5.     Investor-state conflicts e.g. expropriation or regulatory disputes

Disputes with another nation-state are high stakes: whether it’s unfair treatment, breached investment treaties, or expropriated assets without compensation.

A notable example is the Methanex case, where the corporation launched a claim against the United States following California’s ban on a specific gasoline additive. The company argued that the regulation constituted expropriation of its business interests.

Investor-state cases are typically resolved through specialized international arbitration tribunals. Which tribunal is usually stipulated in investment treaties or trade agreements. It’s a long and expensive process worth avoiding:

• Treaty protection: Structure investments to benefit from applicable investment treaties that specify investor rights and protection against expropriation.
• Risk assessment: Conduct rigorous political and regulatory risk assessments of the host country before investing, focusing on stability and the history of regulatory changes.
• Dispute clauses: Include clear dispute-settlement clauses in contracts, specifying the arbitration body and seat.

Trust is at the core of dispute-free international trade, so always maintain transparent operations and good relationships with local authorities – full compliance with environmental and social laws should be a given.

Best practice as risk mitigation

Effectively avoiding the risks of international trade disputes is predicated on proactive risk mitigation. Following best practices and using practical steps will significantly reduce your exposure:

• Every international contract should define the governing law, the seat of arbitration, and the language of proceedings.
• Contracts should explicitly require the use of alternative dispute resolution (ADR) mechanisms such as mediation or arbitration before resorting to formal litigation; ADR facilitated by the ICC is one example.

• Keep meticulous documentation, certificates of origin, quality inspection reports, and communication logs as evidence for use in defending claims.
• Establish early-warning systems to monitor key indicators such as delayed shipments, payment delays, regulatory changes, and currency fluctuations.
• Be acutely aware of currency/exchange-rate risk and potential payment risks in cross-border transactions. Consider secure payment instruments like letters of credit.

By implementing these best practices, trade professionals can create resilient agreements, identify potential conflicts early, and structure their operations to minimize the probability and impact of complex international trade disputes.

The post How to handle (and avoid) 5 of the most common types of trade disputes appeared first on Trade Ready.