For Tawanda Chiota, international trade first became real far from home.

While studying in China, Tawanda was immersed in one of the world’s most dynamic trading economies. He earned a bachelor’s degree in international economics and trade at Bohai University, but some of his most important lessons happened beyond the classroom.

Living in China meant seeing port cities, export-driven manufacturing, logistics networks and international contracting up close.

It also meant learning Mandarin, adapting to a new culture and understanding how business relationships work across borders.

“Daily exposure to port cities, export-driven manufacturing, logistics networks, and international contracting brought trade theory to life in a very tangible way.”

That experience gave Tawanda more than an academic foundation. It gave him an early understanding of the practical realities behind global commerce and sparked a career that would eventually take him into consulting, export development, logistics and international transportation.

Turning trade theory into practice

One of the most formative moments in Tawanda’s early career came during an internship with Sinotrans, one of China’s largest logistics and freight forwarding companies.

For the first time, he was directly involved in export documentation, port operations, container movement and international shipping coordination.

Visits to coastal port cities such as Jinzhou and Qinhuangdao showed him how the pieces of a global supply chain come together under real commercial pressure.

“Working alongside logistics professionals gave me firsthand insight into how global supply chains operate from the exporter’s perspective, how goods move from factory floor to vessel, and how documentation, customs, and freight scheduling intersect.”

The experience solidified his interest in international commerce, but it also raised new questions.

Tawanda became increasingly interested in the forces shaping trade beyond individual transactions. He wanted to better understand how governments, trade agreements, regulations and political decisions influence markets and economic outcomes.

That curiosity led him to Memorial University of Newfoundland, where he completed a master’s degree in political science focused on international trade relations.

Seeing how exports support communities

After graduate school, Tawanda moved into international business consulting and began working more closely with Canadian exporters.

At White Rock International Business Consulting in Newfoundland and Labrador, he supported seafood and other export-oriented SMEs as they prepared to enter international markets.

Many of the businesses he worked with were multigenerational, family-run operations rooted in rural and coastal communities. That made the impact of international trade especially tangible.

“I worked on market-entry research, export plans, and export-readiness assessments,” Tawanda says.

“Seeing local producers position their products for global markets was extremely fulfilling because it connected trade strategy to real livelihoods.”

His work included projects supporting seafood exports to Qatar, where he conducted market-entry research, regulatory analysis and worked alongside provincial and federal trade commissioners. Those collaborations gave Tawanda another perspective on the trade ecosystem.

“Those interactions helped me understand the critical role the public service plays in lowering trade barriers, facilitating market access, and supporting Canadian exporters abroad.”

Learning that successful trade depends on execution

As his career progressed, Tawanda gained further experience in logistics and freight operations, including work with Container World.

That experience reinforced an important lesson: strong strategy means little without strong execution.

“The global economy is constantly changing, so adaptability is essential, but it is strong relationships and operational execution that ultimately sustain success in international trade.”

Tawanda has learned that companies with trusted partners, strong relationships and reliable operational processes are often better positioned to respond to industry changes.

His years in China also taught him that cultural intelligence has to be part of that equation.

“Understanding how to communicate across cultures, respect local business customs, and build trust over time is just as important as pricing, contracts, or logistics,” he says. “Trade is ultimately conducted between people, not just institutions.”

At the same time, his logistics experience reinforced the importance of detail. Even a strong commercial agreement can break down if documentation is inaccurate, customs requirements are missed or freight is poorly coordinated.

Why the CITP designation mattered

By the time Tawanda applied for the Certified International Trade Professional designation, his career had already crossed several areas of international commerce.

He had studied trade in China, explored international policy at the graduate level, supported Canadian SMEs with export development and worked directly in logistics and supply chain operations.

The CITP offered a way to bring those experiences together under a recognized professional credential.

“I chose to apply for the CITP designation as a way to formally validate the career I have been building across international education, consulting and supply chain.”

He was looking for a credential that could recognize both his academic background and his practical experience.

But professional validation was only part of the appeal. Tawanda was also drawn to the community surrounding the designation.

“Being part of a group of like-minded trade professionals creates meaningful opportunities to share knowledge, build strong relationships, collaborate across sectors, and stay connected to evolving global trade practices.”

For someone whose career has consistently crossed between policy and commercial trade, the designation also represents a useful bridge between the two.

Tawanda sees the CITP as strengthening his credibility in both business and public-facing trade environments while creating potential opportunities in policy and advisory work.

Earning the designation was an emotional milestone.

“It felt like a quiet moment of pause to look back at how far I’ve come, from being a student navigating a new country, new language, and unfamiliar systems, to building real experience in global trade and finally being recognized for it.”

More than anything, he says, the achievement gave him confidence to continue aiming higher.

Putting the CITP to work at Canadian Tire

That next chapter is already underway.

Tawanda recently transitioned into a role as Senior Business Analyst in International Transportation at Canadian Tire Corporation.

Working within a large and complex global supply chain requires an understanding of trade regulations, compliance, logistics, risk and international transportation systems.

Tawanda says the CITP designation is already proving valuable.

“The CITP gives me a strong technical and professional foundation to contribute confidently to this work and to grow within the international transportation field.”

The designation also gives him a recognized professional benchmark as he continues developing within a major international supply chain environment.

Building something of his own

Alongside his corporate career, Tawanda is also developing Vancouver Seafood Exports, a startup focused on connecting Canadian seafood producers with global markets.

The venture brings together several strands of his experience, including seafood export development, logistics, international market research and relationship-building.

For Tawanda, the opportunity is particularly meaningful because many smaller producers have strong products but lack access to international buyers, certifications or specialized trade knowledge.

“Helping bridge that gap has real economic and community impact.”

It is also where his earlier experiences in Atlantic Canada come full circle.

After helping seafood SMEs assess export opportunities, Tawanda is now working toward building a business designed to help more producers navigate those same challenges.

Expanding his role in Canada’s global trade ecosystem

Tawanda sees the CITP designation playing an important role in both sides of his future career.

In his corporate work, it strengthens his credibility and provides a framework for continued growth in international transportation. In his entrepreneurial work, it signals to SMEs, international partners and government stakeholders that his approach to trade is grounded in recognized professional standards.

“For me, the CITP isn’t just recognition of where I’ve been, it’s a stepping stone toward where I want to go.”

That destination sits at the intersection of trade, transportation, export development and policy.

It is a fitting direction for a career that began with studying global commerce in China and has since moved through ports, seafood exporters, logistics operations and complex international supply chains.

As Tawanda continues building expertise in international transportation and developing Vancouver Seafood Exports, the CITP provides both recognition of the path behind him and a stronger foundation for the opportunities ahead.

The post CITP Spotlight: Tawanda Chiota – Sr. Business Analyst, International Transportation, Canadian Tire Corporation appeared first on Trade Ready.

In practice, the two are inseparable.

Throughout my career, I have worked across shipping, chartering, dry bulk operations, food ingredient supply chains and, more recently, the international movement of seafood products. These roles have involved very different commodities, transportation requirements and markets. Yet the fundamental logistics questions have remained remarkably consistent.

In practice international trade and logistics are inseperable.

Who is responsible for each stage of the shipment? What equipment and infrastructure are required? How will the product be protected? What will it truly cost to deliver? What happens if the cargo is delayed, damaged or rejected?

During a recent FITTskills Live session, I used cement and frozen seafood to illustrate these principles. Very little connects these products on the surface, but the same logistics fundamentals determine whether either transaction succeeds.

Here are seven practical lessons exporters in any industry can apply.

1. Logistics is part of the trade decision, not what happens after

A commercial team may negotiate an attractive price and secure a promising customer. However, the transaction is not viable unless the business can deliver what it has sold, in the required condition, within the expected timeframe and at a sustainable cost.

Logistics decisions influence risk, responsibility and the customer experience.

They determine how products will move, who will pay for each stage, what documentation will be required and how delays or damage will be managed.

This means logistics expertise should be involved during feasibility assessment, supplier selection, pricing and contract negotiation. Waiting until the agreement is signed to investigate transportation options can expose the business to costs or requirements that were never included in the original decision.

2. Know your product’s logistics profile

Understanding a product means knowing more than its features, quality and market value. Exporters must also understand how its physical characteristics affect handling, storage, packaging, transportation and regulatory compliance.

I saw the consequences of overlooking this when a cement producer entered its first export contracts. The company sold clinker under an FOB contract and refined cement under a CFR contract.

Clinker is a gravel-like material that can be transported in conventional trucks and bulk vessels. Refined cement is a fine powder that may require cement tankers, pumping systems and specialized vessels. Its movement can also create environmental compliance concerns because airborne powder may escape during loading.

Understanding a product means knowing more than its features, quality and market value.

Under the CFR contract, the seller was responsible for arranging the vessel. However, the company had not fully considered the specialized logistics required for the refined cement. It rejected the higher cost of a suitable vessel and chartered a conventional vessel instead.

Loading had to be improvised with partially closed hatches, creating delays, additional costs and environmental risk. The contract was eventually cancelled because the seller could not secure the right vessel at a workable cost.

3. Incoterms® rules must reflect operational reality

Incoterms® rules are sometimes approached as a contractual detail that identifies where cost and risk transfer from one party to another. Their real-world impact is much broader.

In the cement example, the difference between FOB and CFR determined who had to arrange the vessel. That responsibility changed the seller’s costs, operational obligations and exposure to risk.

Selecting an Incoterms® rule without understanding what it requires can make an otherwise promising contract difficult or impossible to execute.

An exporter may accept responsibility for freight without knowing whether appropriate vessels are available. A buyer may agree to manage transportation without understanding the product’s handling requirements at origin.

Incoterms® rules clarify responsibilities, but they do not remove operational risk. The business still needs the capabilities, partners and infrastructure to carry out those responsibilities.

4. The supplier’s price is only one part of the landed cost

An attractive supplier quote can quickly lose its advantage once the full cost of the transaction is calculated.

This becomes especially clear in the frozen seafood supply chain. The purchase price of frozen shrimp may appear competitive, but the importer must also consider consolidation, refrigerated trucking, cold storage, reefer container costs, ocean freight, inspections, customs clearance and final delivery.

Contingency costs matter too. A delay at the port may result in storage, demurrage or detention charges. Customs inspections can add both cost and time. Documentation errors can lead to fines, rejection or the loss of a time-sensitive product.

A reefer container also comes with a different cost structure from a standard dry container. It may need a generator set during inland transportation, access to electrical power at the port and specialized handling throughout the journey. Free time can be much shorter, so the importer must be ready to retrieve and unload the container quickly.

The difference between the purchase price and the final landed cost can be substantial.

5. Assess supplier readiness before placing the order

Supplier selection should consider far more than price and product availability. Before issuing a purchase order, the buyer needs to understand whether the supplier can consistently meet the required specifications, production schedule, documentation standards and export procedures.

In the seafood industry, timing is particularly tight. A supplier may be coordinating harvests or catches from several sources, processing the product, consolidating the required quantity and moving it into cold storage before export.

The buyer needs to know whether the supplier can maintain product quality throughout this process and prepare complete, accurate documentation. For seafood, this may include certificates of analysis, health certificates and traceability records in addition to the commercial invoice, packing list, bill of lading and certificate of origin.

A low price offers little value if the shipment arrives late, fails inspection or does not meet the agreed specifications.

6. Protect the product across the entire chain

For temperature-sensitive products, quality control does not begin when the container is loaded. It starts at harvest or production and must continue until the product reaches the customer.

Seafood may be chilled or frozen almost immediately after harvest, then moved through processing, cold storage, refrigerated trucks, reefer containers, ports, production facilities and distribution networks. Every transfer creates another point at which temperature control could be lost.

A reefer container maintains an already established temperature. It is not designed to freeze a warm product. The cargo must therefore reach the container at the correct temperature, and the container must remain powered when required.

Temperature records are also part of product traceability. Too much heat can damage the product, but excessively low temperatures can also cause quality problems. Importers need evidence that the cargo remained within the acceptable range throughout its journey.

The principle applies well beyond seafood. Any product with specific temperature, humidity, handling, security or shelf-life requirements needs controls that extend across the full value chain.

7. Inventory planning is a customer commitment

International inventory planning requires a careful balance. Holding too much product increases storage and financing costs. Holding too little creates the risk of stockouts, interrupted production and unfulfilled customer commitments.

Frozen seafood makes this balance especially important because cold storage is more expensive and less widely available than conventional warehousing. Suppliers may also have limited storage capacity and need to ship as soon as production is complete.

At the same time, international lead times can be lengthy. A shipment from Asia to Canada may spend weeks in transit and pass through several transshipment ports. Production lead time, inland transportation, ocean transit, customs clearance and final delivery must all be considered when determining when to reorder.

The same challenge exists in many industries.

The details change, but the objective remains the same: maintain enough inventory to absorb normal variation without creating unnecessary cost.

Trade wins the customer, and logistics keeps the customer

The strongest lesson from both case studies is that everything is connected. Price, product specifications, supplier capability, transportation, documentation, compliance and inventory cannot be managed in isolation.

Cement and seafood require very different equipment and controls, but the logic behind their logistics is the same. Each transaction must clearly establish who is responsible, how the product will move, what could go wrong and what is required to deliver on time, in full and in the right condition.

Trade may win the customer, but logistics determines whether the business keeps that customer. When logistics is built into international trade planning from the beginning, companies are better positioned to protect their margins, manage risk and deliver consistently across markets.

This article was adapted from the FITTskills Live webinar Lessons from the Logistics Frontline – Seafood sourcing, processing, and market delivery

The post Lessons from the logistics frontline: 7 practical takeaways for every exporter appeared first on Trade Ready.

Michael Uzoma Agu’s path into international trade began in the energy sector, where finance, business development and cross-border relationships came together in a way that sparked a lasting interest in global commerce.

While working with Shell Nigerian Gas Company and Shell Petroleum Development Company of Nigeria Limited, Michael gained experience in international gas sales, finance and business development.

Working within a global industry gave him an early view of how international transactions operate in practice and how commercial, financial and regulatory considerations come together across markets.

My involvement in the energy sector and working with global companies sparked my interest in international trade.

That exposure would become the foundation for a career that continued to develop across finance, import and export operations and international business.

Building international trade experience in the energy sector

Michael’s time with Shell gave him an opportunity to work directly with global clients and partners while developing an understanding of the operational and financial side of international business.

Some of his favourite career experiences came from his work with Shell Nigerian Gas, particularly his involvement in international gas sales and business development.

The role exposed him to the realities of working across borders and showed him how international trade depends on several areas of expertise working together.

One project Michael remembers particularly well was leading the finance team responsible for migrating Shell Nigerian Gas data from the SUN system to SAP.

The project was not solely a trade initiative, but it reflected many of the skills that would continue to matter throughout his career: managing complexity, working across functions and adapting to changing systems and business requirements.

At Shell, I gained valuable insights into the operational and financial aspects of international trade in the energy sector.

Those insights gave him a strong base in the financial processes that underpin global commerce, including managing international accounts and understanding how commercial activity translates into the day-to-day movement of money, products and information.

Applying that experience in Canada

Michael later brought his international experience to Canada through his work with Atlas Graham Furgale Ltd.

There, his responsibilities expanded into international trade operations, including managing international accounts payable and receivable and facilitating import and export activities.

The experience allowed him to apply what he had learned in the energy industry within a different business environment.

He also had the opportunity to contribute to the company’s international reach, giving him further experience with the practical requirements of operating across markets.

“I enjoyed working with Atlas Graham Furgale Ltd in Canada, managing international trade operations and expanding the company’s global reach,” he says.

Moving between industries reinforced an important lesson for Michael: international trade professionals have to remain adaptable.

Markets, regulations, customer expectations and business practices can differ substantially from one country or sector to another. For professionals working across those boundaries, technical expertise is only part of the equation.

One piece of advice I would share is to always stay adaptable and open to learning in international trade. Understanding cultural differences and regulatory requirements is crucial.

That commitment to ongoing learning led him to FITTskills.

Turning experience into a broader trade skill set

For Michael, FITTskills offered an opportunity to build on years of practical international business experience with a more comprehensive understanding of the disciplines that support successful global trade.

“Taking the FITTskills courses was super valuable,” he says. “The courses helped me deepen my understanding of international trade concepts and apply them practically.”

He found the learning particularly relevant in international logistics, marketing and finance, areas that connected closely with responsibilities he had already encountered throughout his career.

His favourite course was International Sales & Marketing.

“It gave me insights into how to navigate different markets and cultures, which has been super helpful in my international trade work.”

That focus on applying knowledge in real-world situations was especially valuable for someone whose career had already crossed industries and international markets. Rather than replacing experience, the FITTskills courses helped Michael put that experience into a broader professional framework.

They also became part of his progression toward the Certified International Trade Professional designation.

Why earning the CITP mattered

Michael chose to pursue the CITP designation because it was both a way to recognize what he had already accomplished and an opportunity to demonstrate his continued commitment to an international career.

I chose to apply for the CITP designation because my background and expertise align with the competency requirements, and I want to contribute further to the field of international trade.

“Earning the CITP designation was an incredible achievement,” Michael says. “This recognition highlights my expertise and accomplishments in international trade.”

That recognition is one of the benefits Michael sees in becoming a CITP.

International trade careers often develop across different functions, organizations and markets. A professional may build expertise through finance, logistics, sales, business development or operations before those skills converge into a broader international trade career.

The CITP designation gives professionals like Michael a way to bring that experience together under a recognized credential.

It can also help communicate that expertise to employers, partners and others within the international trade community.

Looking toward new opportunities

Michael sees the CITP designation not simply as recognition of where his career has taken him, but as a tool for what comes next.

I foresee the CITP designation enhancing my credibility and opening up opportunities in international trade, allowing me to contribute more significantly to the field.

That outlook reflects the same willingness to learn and adapt that has shaped his career so far.

From international gas sales and finance in Nigeria to import and export operations in Canada, Michael has steadily expanded his understanding of what it takes to work successfully across borders. FITTskills gave him an opportunity to deepen that knowledge, while the CITP designation provided professional recognition for the experience and competencies he had developed along the way.

As he looks ahead, Michael sees further opportunities to put that combination of experience, education and professional credibility to work.

The post CITP Spotlight: Michael Uzoma Agu – Education Staff, YMCA-YWCA appeared first on Trade Ready.

Some of the earliest records of customs applications stem back to a time before the creation of most nations as we know them today. For example, around the world, ancient indigenous communities often traded with other tribes through tribute systems that offered more than just the goods exchanged.

In China, as maritime trade became more sophisticated, different regions established agencies and formalized customs laws to oversee trading ships and their goods. Likewise, the Roman Empire created detailed documents and rules for goods across their empire spanning into Asia.

More recently, in the past few hundred years, as nations and their governments became more established, they created official customs agencies, many with the original purpose of collecting taxes and tariffs on goods to help fund their growing economies.

Now, of course, we know that agencies such as U.S. Customs and Border Protection (CBP), the European Commission’s Directorate-General for Taxation and Customs Union (DG TAXUD), and the developing EU Customs Authority (EUCA) are all part of an intricate international network that helps ensure customs compliance and facilitates the safe, efficient movement of goods across borders.

Clearly, change is no stranger to the world of customs compliance.

Those working in the field  of customs compliance today will tell you that a host of factors are transforming the landscape, creating the demand for new skills and job roles that did not exist even a mere five years ago.

For individuals seeking work in the world of compliance, these rapid changes mean that there are opportunities to seize. Roles focused on tariff expertise, AI tech governance, supply chain strategy, and risk mitigation are all on the rise, and those who gain these skills sooner than later are putting themselves on a fast-track to success.

Want to know which trade compliance and customs roles and skills are in demand? Check out our list below:

1. Customs Compliance Specialist

At the heart of modern trade operations is the Customs Compliance Specialist. This is the professional responsible for ensuring that every shipment is correctly classified, documented, and cleared.

With the EU rolling out its multi-year customs reform and the United States expanding its enforcement focus on forced-labour violations, compliance expertise for every modern company is a top priority.

That’s because more rules mean more risk and these mistakes could equate to revenue lost, slower business, and even criminal penalties.

Why the demand is rising:

• Increased scrutiny around tariff codes and country-of-origin rules
• Digital modernization pushing companies toward real-time accuracy
• Rising penalties for misclassification and inadequate documentation

Training pathways:

• HS and tariff classification training
• FITTskills courses on global value chains and compliance
• Country-specific customs frameworks (e.g., CBP, EU, China GACC)

Why this training matters:

These skills ensure professionals can navigate the world’s most closely monitored and frequently updated trade rules with precision. Most people gain these competencies through structured programs like the FITTskills Program, customs authority training modules, or accredited tariff-classification workshops that provide hands-on, practical application.

2. Import/Export Compliance Analyst

This role focuses on ensuring companies meet all regulatory, documentation, and audit requirements related to cross-border trade. Today’s analysts need a blend of legal understanding, risk interpretation, and technical accuracy to keep pace with global regulatory changes.

Why the demand is rising:

• Rapidly evolving sanctions, tariff regimes, and compliance obligations
• Higher regulatory expectations for audit readiness
• Growing overlap between legal compliance and logistics operations

Training pathways:

• Regulatory compliance certification
• Sanctions/export controls coursework (e.g., BIS training)
• FITTskills Global Value Chain Course

Access this free FITTskills Lite resource with material from the Global Value Chain course.

Why this training matters:

Analysts who can interpret rules accurately reduce corporate exposure to fines, seizures, and forced-labour enforcement actions. Professionals typically earn these skills through FITTskills courses, government training programs, or accredited compliance bodies that teach real-world application, not just compliance theory.

3. Trade Technology and Compliance Systems Manager

As AI-driven customs portals and global trade management (GTM) systems become the norm, companies need people who can configure, test, validate, and oversee these systems. This role blends regulatory knowledge with digital literacy.

Moreover, it requires people who understand how compliance works beyond technology:

Which people and teams make the trade happen physically?

What issues are they dealing with daily?

What aspects of customs operations are best performed by people and which tasks can be automated?

These are all questions that these roles need to ask and answer daily.

Why the demand is rising:

• Accelerated digitization of customs clearance
• Increased reliance on ERP and GTM systems for real-time compliance
• The need for human oversight in AI-driven classification and risk alerts

Training pathways:

• ERP/GTM system training (SAP GTS, Oracle GTM, Descartes)
• Data analytics for trade operations
• AI governance and validation fundamentals

Why this training matters:

Digital systems are only as accurate as the people who manage them, making system training essential for audit readiness and regulatory accuracy. Most professionals gain these skills through vendor certifications, AI-governance programs, or the FITTskills Global Value Chain course that explain the compliance logic behind these tools.

But, beyond understanding the technology, compliance managers will need know the best times to use and apply the technology, and when not to.

Automation is only beneficial to businesses who use it at the right times for the right purposes.

The people who govern the technology must, at any moment, be able to decide when to update an algorithm or to stop using it altogether. A balance between human reason and automated efficiency is the key to success in this role.

4. Export Controls and Sanctions Compliance Specialist

With political and economic sanctions changing by the week and export controls tightening across multiple regions, this role has become one of the most strategically important in global trade. Hires for this position have to know up-to-the minute sanctions and customs rules and they must know how to operationalize these complex regulatory requirements into everyday business procedures.

The best companies will also be looking for candidates who can future-proof business against potential sanction threats and changes through risk mitigation strategies.

Why the demand is rising:

• New geopolitical conflicts and realignments
• Expansion of forced-labour import bans
• Increased enforcement of export-control and dual-use rules

Training pathways:

• FITTskills courses or workshops on risk analysis and management
• EAR (Export Administration Regulations) and ITAR training
• OFAC sanctions compliance

Why this training matters:

Sanctions enforcement is high-risk, high-impact work, and regulators expect companies to prove their employees have formal, updated training. Professionals typically obtain these skills through government-issued training (BIS, OFAC), compliance associations, and comprehensive training programs, like the FITTskills program, which translates regulations into practical workflows.

5. Trade and Customs Advisor/Consultant

Trade and customs advisors and consultants guide organizations through multi-jurisdictional customs challenges, from valuation to free-trade agreements to special economic zones. They also work at large financial institutions, advising small businesses or important clients on import and export processes, trade procedures, and documentation.

Skills like interpreting rules of origin, HS classification codes, Incoterms, and overall supply chain knowledge are critical for success in this role.

Why the demand is rising:

• Companies need strategic guidance across multiple jurisdictions.
• Free trade agreements and customs regulations are becoming increasingly complex.
• Organizations require expert interpretation during customs audits, reviews, and disputes.
• Financial institutions and other business service providers increasingly support clients with international trade and customs requirements.

Training pathways:

• Advanced customs, trade-agreement and valuation training
• The FITTskills Global Value Chain course and Feasibility of International Trade course

Professional designations training pathways such as FITTskills Program (one pathway to satisfy the educational requirement for the CITP), and the CCLP offered by CITT

Why this training matters:

Trade and customs advisors need the expertise to provide accurate, practical guidance that reduces risk, ensures compliance, and supports successful international business. Programs like FITTskills, leading to the CITP designation, demonstrate applied knowledge across the full international trade process.

While customs specialists provide deep technical expertise, organizations also need professionals who understand how customs fits within the broader international trade transaction.

A CITP brings this end-to-end perspective, enabling them to provide strategic advice and effectively engage and manage customs brokers, compliance specialists, and other trade service providers.

Adaptable and eager minds will gain traction in today’s customs compliance landscape

Whether businesses like it or not, customs compliance is only becoming more complex and the companies that succeed will be those that invest in the right talent to navigate that complexity.

For adaptable, ambitious jobseekers, this moment represents a rare opening: a chance to understand the geopolitical and technological forces reshaping global trade and to play a direct role in that transformation. And if history illustrates anything, it’s this: progress in customs has always been driven by people, especially those who stepped in to shape it.

The post 5 growing customs compliance jobs and the skills required to get hired appeared first on Trade Ready.

My own experience has been built in this environment. Over more than 15 years working in mineral purchasing, processing, international marketing and cross-border exports, I have seen how decisions made at one stage of a transaction can affect every stage that follows.

A quality issue at the source can become a commercial dispute at the destination. An unclear contract term can create an unexpected cost at the port. A documentation delay can hold up a vessel even when the cargo itself is ready.

The examples in this article come from the global minerals trade, but the underlying lessons are not limited to mining or commodities. Whether a company exports manufactured goods, agricultural products, technology, consumer products or professional services, the same fundamentals apply. Exporters must understand what they are selling, identify the right customer, set clear expectations, manage operational risk, coordinate reliable partners and protect the commercial relationship.

The following seven takeaways reflect lessons from my own industry, but each can be applied by exporters across sectors, products and markets.

1. Export readiness begins long before the sales contract

A successful export does not begin when a buyer signs an agreement or a vessel arrives at port. It begins much earlier, with a clear understanding of the product and every stage of its value chain.

In mineral trade, that journey can include exploration, extraction, processing, storage, inland transportation, sampling, laboratory analysis, port handling and ocean freight. A decision made at any one of these stages can affect product quality, shipment timing, commercial performance and the buyer’s confidence.

This remains true even for exporters and traders that do not own the mine or processing facility.

Companies may outsource or purchase from upstream suppliers, but they cannot outsource their responsibility to understand how the product is produced, handled and verified.

Actionable learning: Map the entire value chain during the market entry planning stage. Identify the operational dependencies, control points and parties responsible for product quality, timing and documentation at each stage.

2. Quality control must continue until loading is complete

Mineral products are sold according to detailed physical and chemical specifications. Depending on the commodity, the contract may set limits for grade, moisture, particle size, sulphur, phosphorus, silica or other impurities. Even a small deviation can lead to price adjustments, payment deductions, penalties or cargo rejection.

Testing at the processing plant is not enough. Representative sampling continues while material is transported to port, accumulated in stockpiles and loaded onto the vessel.

The reason is practical: once a bulk cargo is inside a vessel’s hold, replacing, separating or correcting it may no longer be feasible.

The best time to find a quality issue is before loading or, at the latest, while there is still an opportunity to stop and correct the process.

Actionable learning: Build a quality assurance plan that follows the cargo from source to vessel. Define where samples will be taken, who will conduct the testing, which laboratory methods will apply and what happens if results fall outside the agreed specification.

3. Match the sales strategy to the buyer’s business model

Not all buyers evaluate suppliers in the same way. Mineral buyers can be divided into two broad groups: industrial end users and trading companies.

Industrial buyers, such as steel mills, smelters, cement producers and fertilizer manufacturers, consume the material in their own operations. They typically prioritize consistent specifications, dependable delivery schedules and long-term supply capacity. Their supplier qualification process may be demanding, but a successful relationship can lead to stable demand and stronger long-term commercial value.

Trading companies do not generally consume the product. They purchase and resell it to industrial customers. They may offer greater flexibility around shipment timing, transaction structure and, in some cases, specifications. However, they are often more price-sensitive and focused on commercial competitiveness.

Neither customer type is automatically better. The right choice depends on the exporter’s capabilities, experience, production reliability and market-entry objectives.

Actionable learning: Before approaching a prospect, determine how it creates value. Then tailor the proposal around its priorities, whether that means technical consistency and continuity for an end user, or flexibility, price and marketability for a seller.

4. Build credibility through consistent engagement and operational transparency

International business relationships increasingly begin online through professional platforms, websites, email and virtual meetings. But initial contact is only the beginning. Converting an online introduction into a real transaction requires professional communication, useful information and consistent follow-up.

Industry conferences, trade exhibitions and technical forums also remain valuable because they give exporters direct access to decision-makers and market intelligence. Once credibility has been established, a site visit to the mine or processing plant can be especially powerful.

A site visit allows the potential customer to assess production capacity, processing facilities, quality controls and the supplier’s overall operating capability. It turns marketing claims into visible evidence.

Actionable learning: Treat business development as a staged process. Begin with targeted research and outreach, demonstrate commercial credibility through accurate information and follow-up, and use site visits to validate operational capacity when the relationship is sufficiently advanced.

5. Plan logistics around real port conditions, not assumptions

A freight quote does not tell the whole logistics story. Vessel selection must account for cargo volume, route, draft limitations, berth availability, vessel-size restrictions, cargo-handling equipment and the operating capacity of both loading and discharge ports.

Exporters must also understand storage availability, weather exposure, working hours and realistic loading and discharge rates. These details affect how long a vessel is permitted to remain in port. When operations exceed the agreed laytime, demurrage charges can become substantial.

The chosen Incoterms® rule also matters because it determines which party carries specific costs, responsibilities and risks.

FOB, CFR and CIF are commonly used in bulk mineral shipments, but each creates a different allocation of responsibility. The appropriate choice depends on the ports, commodity, freight arrangements and the seller’s ability to manage additional risk.

Actionable learning: Validate port and vessel assumptions with experienced shipping agents and operational partners before signing the contract. Model likely loading and discharge scenarios, including delays, and select an Incoterms® rule that reflects the company’s actual capabilities.

6. Documentation and payment must move together

A vessel can be fully loaded and still remain in port because the documents are not ready. In mineral trade, documents move the vessel just as much as the cargo does.

Document preparation should begin before the vessel arrives and continue alongside loading. Some records can only be finalized after the loaded quantity, vessel information, inspection results and shipment details are confirmed. This requires coordination among inspection firms, laboratories, customs authorities, shipping agents, port operators and vessel representatives.

Payment structures should be designed with the same care. Depending on the transaction and relationship, options may include advance payment, letters of credit, documentary collection, cash against documents, telegraphic transfer or staged payments.

The release of original shipping documents should be aligned with the agreed payment milestones so the seller does not give up control prematurely.

Actionable learning: Create a document responsibility matrix and payment timeline before shipment. Identify each required document, its preparer, approval deadline and connection to payment or cargo release.

7. Manage risk early and allocate it clearly

Risk cannot be eliminated from international trade. It can, however, be identified early, assigned appropriately and managed with practical safeguards.

The main areas requiring attention include: counterparty reliability, price volatility, specification compliance, logistics and demurrage, political and regulatory disruption, payment security and dispute resolution.

Due diligence should examine the buyer’s commercial background, financial reliability, reputation, payment history and trading experience. Pricing clauses should clearly define the commodity index, quotation period or formula used to calculate the final price. Force majeure provisions should explain qualifying events, notice requirements, party responsibilities and consequences. Contracts should also identify governing law, dispute-resolution procedures and the agreed court or arbitration forum.

Many disputes, are not caused by bad intentions. They arise from unclear specifications, ambiguous responsibilities, incomplete documents or weak contracts.

Actionable learning: Conduct a pre-transaction risk review involving commercial, operational, logistics, finance and legal stakeholders. Resolve uncertainty in the contract before it becomes a costly disagreement during execution.

Preparation, partnership and trust

The most important takeaway is that long-term export success rests on trust, but trust is not built through promises alone. It grows from consistent product quality, reliable delivery, transparency, accurate information and a record of keeping commitments.

For mineral exporters, that means understanding the product from source to destination, choosing customers strategically, maintaining control over quality, planning logistics realistically, securing payment and documenting responsibilities clearly.

The same principle applies across international trade: the strongest transactions are built well before the goods cross a border.

Preparation reduces avoidable risk, capable partners strengthen execution and consistent performance creates the trust required for lasting global business relationships.

This article was adapted from the FITTskills Live webinar Mine to market: Managing global trade complexity.

The post What every exporter can learn from the global minerals trade: 7 key takeaways appeared first on Trade Ready.

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When Patrizia Giuliotti graduated in international relations from Rome’s La Sapienza University, she could not have predicted that her career would eventually span trade policy, market access, export finance, climate issues, energy transition and high-level diplomacy.

“I could not have imagined the professional journey that lay ahead,” she says.

Today, Patrizia is a Trade Commissioner at the Embassy of Canada to Italy and Global Affairs Canada. Her work has evolved alongside some of the most important issues shaping global trade, from European market access to critical raw materials security. After 30 years in the field, earning the Certified International Trade Professional designation, CITP, became both a personal milestone and a validation of the expertise she had built.

“The CITP designation represents a meaningful recognition of the work accomplished and the competencies developed over the course of a 30-year career,” she says.

“It is important not only on a personal level, but also for the people and organizations you serve, as the CITP stands as a testament to one’s professional credibility and expertise.”

Finding her path in international trade

Patrizia’s interest in international trade began to take shape during a year in the United States as a Fulbright scholar.

“That experience exposed me to the complexities of trade policy, international finance, and global economic dynamics, sparking a deep interest in how countries and markets interact beyond borders,” she says.

After returning to Rome, she began her career in export credit services at an American merchant bank. The role gave her early exposure to the financial tools and practical mechanisms that support international business.

“It was an invaluable learning experience that helped bridge the gap between theory and practice.”

That combination of policy knowledge and practical business understanding would become a defining part of her career. In 1995, Patrizia joined the Canadian Embassy in Rome as an assistant in the trade section. She soon transitioned into the role of Trade Commissioner, beginning a long career rooted in trade policy, market access and sector-specific expertise.

Over the years, her work has covered commodities, agri-food, seafood, forestry, climate and energy. It has also included direct engagement with Canadian exporters, strategic advocacy and the organization of high-level business roundtables, including one held for Canada’s Prime Minister in 2017.

“The diversity of these experiences ensured that my work was never repetitive and allowed me to continuously engage with evolving global challenges,” she says.

Where detail shapes outcomes

Some of Patrizia’s most memorable career moments have come from representing Canada’s interests in negotiations with the European Union. Even while working with colleagues across different European capitals, she remembers a strong sense of collaboration and shared purpose.

“Together, we worked to raise concerns, align positions, and shape outcomes that reflected Canada’s priorities,” she says.

A particularly defining moment came in 2000, when Canada signed the Wine & Spirit Agreement with the EU, a precursor to what would later become the Comprehensive Economic and Trade Agreement, CETA. The negotiations came down to resolving a dispute over a single word that differentiated “Grappa” from “Ice Grappa.”

“That experience perfectly illustrated how nuanced, technical, and yet impactful trade negotiations can be.”

For Patrizia, experiences like this reinforced how much international trade depends on precision. A single term can influence market access, commercial interests and long-term relationships. Her career has been shaped by that balance between technical detail and broader strategic impact.

As her responsibilities grew, she also became involved in ministerial visits and sector-specific side programs under the Italian G7 Presidency. The work kept her close to the evolving priorities of governments and businesses, while reinforcing the global relevance of trade diplomacy.

Building expertise in an emerging field

About 20 years ago, Patrizia was entrusted with a file that was still considered relatively minor: environmental goods and services. At the time, concepts such as ESG and climate change were mostly confined within academic and scientific circles.

Recognizing the potential of the field, she pursued a graduate program in Global Environmental Policies at the University of Viterbo, in collaboration with Italy’s Ministry of the Environment.

“That decision proved transformative,” she says.

It repositioned her as an advisor and subject-matter expert on environmental, climate change and energy issues, while allowing her to continue supporting Canadian cleantech companies operating in Italy.

“I became increasingly convinced that understanding the science behind climate phenomena is essential in order to balance social, economic, and environmental priorities.”

That perspective has guided her recent work on Canada-Italy cooperation in areas such as energy transition and critical raw materials security. Key milestones have included the Canada-Italy Roadmap for Advanced Cooperation, joint statements on critical raw materials, structured energy dialogues and bilateral agreements in the hydrogen and nuclear sectors.

“As policy professionals, we carry responsibilities that transcend national borders,” she says. “In my view, our decisions must ultimately serve the planet as a whole, not just individual or short-term interests.”

Strengthening practical knowledge through FITTskills

Even with significant experience in the field, Patrizia found that FITTskills helped sharpen and structure her understanding of international business from the company perspective.

“I thoroughly enjoyed taking the FITTskills courses,” she says. “They helped structure my theoretical knowledge while also providing concrete, practical examples of the work companies must undertake to expand internationally.”

For a public servant working in trade, that practical focus was especially useful. Trade commissioners support companies operating in real markets, where strategy must translate into action.

“As a public servant, it is sometimes easy to become somewhat removed from everyday market realities, and the FITTskills courses helped bridge that gap.”

Her favourite course was Global Supply Chain Management because of its connection to trade policy, geopolitics and macroeconomic dynamics. The subject aligned closely with the forces she has spent much of her career navigating.

Earning the CITP designation

Is the CITP worth it? Here’s what professionals say

After decades of professional experience, Patrizia chose to apply for the CITP designation to validate the competencies she had developed across policy, diplomacy, sector expertise and client service.

“I was truly thrilled to receive the designation,” she says. “It was a significant personal endeavor, particularly while working full time on major files and responsibilities.”

She is quick to credit her family for their support throughout the process.

“I am especially grateful to my husband, Walter, and my children, Giulia Fiorile and Adriano, for their unwavering support and patience during those studying weekends,” she says.

For Patrizia, earning the designation was not simply about career advancement. It was a way to formally recognize a body of work built over many years and to reinforce the credibility that is essential in international trade.

That credibility matters because trade professionals are often trusted to advise companies, represent national interests, support market access and help organizations navigate complex decisions.

The CITP designation signals that this work is backed by recognized standards and proven expertise.

Advice for the next generation of trade professionals

Looking back, Patrizia believes flexibility and adaptability are essential in international trade. But she also encourages professionals to build deep expertise in a specific area.

“Long-term career development greatly benefits from cultivating deep expertise in a specific sector,” she says. “Specialization allows you to add greater value, build credibility, and help companies and organizations go beyond surface-level engagement to achieve more strategic outcomes.”

Her own path reflects that advice. By developing expertise in environmental goods and services, climate policy, energy and critical raw materials, she positioned herself to contribute meaningfully as global priorities shifted.

She has also learned that impact often requires patience. Navigating internal processes can be challenging, but she recognizes their role in supporting transparency, accountability and better outcomes.

As one mentor told her, “We need to oil the system.”

“As public servants, we bear an added responsibility: helping companies grow and succeed internationally.”

Sharing experience through teaching and mentorship

After 30 years in international trade, Patrizia is still thinking about how she can contribute next.

“I have always felt that one day I would like to share my experience with others, whether through teaching, mentoring, or participating in conferences,” she says.

The CITP designation gives her a strong foundation for that next chapter.

Patrizia’s career shows how international trade can evolve from policy and finance into diplomacy, sector specialization and global problem-solving. It also shows the value of recognized professional credibility in a field where decisions carry weight across borders.

For Patrizia, becoming a CITP is both a milestone and a platform for what comes next: continuing to share knowledge, support meaningful international cooperation and contribute to a profession that remains as dynamic as ever.

The post CITP Spotlight: Patrizia Giuliotti – Trade Commissioner, Embassy of Canada to Italy appeared first on Trade Ready.

But as Sean Emmond, CITP, EDC’s Chief Representative for Indonesia, explained during a recent FITTskills Live session, opportunity is only the starting point.

“I think Indonesia is a fascinating market. Maybe not an easy market, but one of those markets where, if you invest in it, you can certainly find considerable success.”

That distinction was central to the session. A promising market is not automatically the right market. Businesses need to look past the headline numbers and assess demand, competition, regulations, buyer dynamics, local partners, payment considerations and their own internal capacity before committing resources.

For companies considering Indonesia, Emmond’s message was clear: success depends on doing the work before entering the market.

Start by understanding the scale and complexity

One of the first points Emmond emphasized was the size of the country itself. Indonesia stretches about 5,000 kilometres from end to end, roughly the distance across a continent-sized market. It spans three time zones, includes thousands of islands and is home to hundreds of languages.

That scale matters for international businesses because Indonesia cannot be approached as a single, uniform market.

Java, where more than half of the population lives, includes sophisticated urban centres with modern infrastructure. Other regions may have different levels of development, logistics capacity, customer behaviour and business requirements.

For businesses assessing the market, this means research must go deeper than national level statistics. A company needs to know where, specifically, its product or service fits. Selling into Jakarta may require a different approach than serving customers in another region. Bali, for example, has its own characteristics as a tourism driven economy, while Sulawesi is known as a major mining destination.

The actionable takeaway: define the geographic market before defining the market entry strategy. “Indonesia” is too broad to be the whole answer.

Look for opportunity in areas of national investment

Emmond identified four broad areas where international companies are seeing significant opportunity in Indonesia: infrastructure, cleantech and renewables, protein and agri-food, and digital industries.

Infrastructure has been a major driver of the country’s growth, with ongoing investment in roads, ports, airports, rail and logistics. Clean technology and renewable energy are also important areas of focus, especially as Indonesia looks to reduce its reliance on coal-fired power generation and invest in solar, wind and geothermal energy.

Agri-food remains a strong area of opportunity for companies with the right products, expertise or technologies. Food security is a critical priority for the country, even though parts of Indonesia, including Java, are highly fertile.

Digital industries are another major opportunity. Indonesia’s geography has made digital infrastructure especially important, helping connect the country across islands and regions. Investments in connectivity, e-commerce infrastructure and data centres are creating openings for companies with relevant technology, services or expertise.

The key lesson is not simply to chase high growth sectors. Businesses should look for the intersection between market demand, government priorities and their own capabilities. If a company’s offer aligns with national priorities such as food security, energy security or human capital development, it may have a stronger case for market entry.

Understand who really drives demand

In Indonesia, understanding the buyer landscape is essential.

Emmond explained that government and government linked entities play a major role in the economy. He noted that more than 50% of the economy is controlled by government or government linked entities, which means government priorities can have a direct effect on demand for certain products and services.

For companies selling into sectors such as electricity, oil and gas, mining or aerospace, working with state owned enterprises is likely. These buyers operate differently from private sector customers and may be influenced by national policy priorities, public sector procurement processes and state asset management decisions.

Private conglomerates are also significant. Emmond described Indonesia as home to large, sophisticated and well-run conglomerates that make up a substantial portion of GDP.

Selling to these companies may involve a very different process than selling to a state-owned enterprise.

The practical takeaway is to map the full buying environment:

• Who is the direct customer?
• Who influences the decision?
• Is the opportunity tied to a government priority?
• Are you selling to a private conglomerate, a state-owned enterprise or another type of buyer?

These questions should be answered before serious time and money are invested.

Prepare for strong competition

Indonesia’s opportunity also attracts competitors.

Companies entering the market may face strong local firms as well as regional and global competitors. Emmond pointed to the presence of Korean, Japanese and Chinese companies, along with firms from Western Europe and the United States.

That makes differentiation essential. International businesses should be prepared to clearly communicate why their product, service, technology or expertise is relevant to the Indonesian buyer.

A general value proposition will not be enough in a competitive market with established players.

Businesses should ask themselves what problem they solve, why their solution is credible, how it compares with local and international alternatives, and what proof they can provide.

Assess regulatory and certification requirements early

Regulation, documentation and certification are another important part of market feasibility.

Emmond noted that there can be a significant regulatory burden in Indonesia. While trade agreements can create preferential tariff opportunities, companies still need to understand the extent to which certification, documentation or compliance requirements apply to their specific offering.

For food exporters, halal certification is one of the clearest examples. Emmond advised companies looking at food exports to make sure they have access to halal certification before going too far down the path.

The broader point applies across sectors.

Before entering any new market, businesses should identify the certifications, documentation, approvals, tariffs, payment considerations and compliance requirements that apply to their specific product or service.

These factors are not administrative details to handle later. They can affect cost, timing, pricing, market access and feasibility.

Choose local partners carefully

Local partners, distributors and representatives can be critical to success in Indonesia.

“You will need a local partner,” Emmond said, describing this as a key element of market entry.

The right partner can help a company understand local conditions, engage with buyers, navigate business culture and build credibility. The wrong partner can create delays, misalignment or missed opportunities.

Companies should evaluate potential partners based on both market knowledge and their ability to work effectively with foreign companies. A partner should understand the local business environment, but also be able to communicate clearly, represent the company’s interests and support long term growth.

This is not a decision to rush. Partner selection should be treated as a strategic step in the market entry process.

Invest in relationships and presence

One of Emmond’s strongest takeaways was the importance of showing up.

In Indonesia, as in many emerging markets, a physical presence matters. Frequent market visits can help companies test assumptions, build trust, meet buyers, understand local dynamics and develop stronger relationships with partners, regulators and customers.

Emmond shared a comment he once heard from an exporter:

“If you don’t know the names of your business partner’s kids, it’s very unlikely that you’ll find success in the Indonesian marketplace.”

The point is not that every business relationship must become personal. Rather, trust is built through time, familiarity and repeated engagement. Companies that expect quick results from a distance may struggle. Those that invest in relationships are better positioned to build traction.

Emmond also highlighted the role of memorandums of understanding in Indonesia. While MOUs may sometimes be viewed in other markets as symbolic, he explained that in Indonesia they can function as a “license to engage.” They signal that two organizations know each other and are beginning a business relationship.

Investigate before you invest

Indonesia offers meaningful opportunities for international businesses, especially in sectors aligned with infrastructure, clean energy, agri-food, digital connectivity and national development priorities. But it is also a complex market where success depends on preparation.

The strongest lesson from Emmond’s presentation was that market entry should be grounded in careful assessment.

Businesses need to look at demand, regional differences, buyer structures, competition, regulations, certification, partners, payment considerations, political risk and internal capacity.

A large market can be attractive. A growing market can be exciting. But the right market is the one where a business understands the opportunity, the risks and the work required to compete.

For companies considering Indonesia, the next step is not simply to ask whether the market has potential. It is to ask whether the opportunity is a true fit and whether the organization is ready to pursue it properly.

Learn from more global trade experts

FITTskills Live webinars are free opportunities to explore timely international trade topics with experienced professionals. Browse upcoming FITT events and register for the sessions that can help you keep building your trade knowledge.

The post Is Indonesia the right market for your business? Lessons on smarter market entry from Sean Emmond, CITP appeared first on Trade Ready.

As an international trade professional, Banksharon Nwaneri, CITP, has built his career around one guiding principle: creating meaningful connections that unlock opportunity.

“I enjoy fostering strategic partnerships, connecting people and businesses with opportunities, and seeing them grow from the point where I met them—despite barriers and obstacles.”

His work is grounded in impact, ranging from finding trade solutions for expanding U.S. businesses to driving broader transformations that foster a more connected world. Day to day, he helps U.S. companies enter new markets, win bids, and overcome trade barriers that could limit their success. But beyond facilitating transactions, he’s helping to shape the broader economic ties that connect nations. 

“I’m passionate about advancing inclusive economic growth in emerging markets and forging relationships that create real impact for both U.S. and local stakeholders,” he explains. 

A career defined by cross-sector expertise

Banksharon’s path to international trade has been diverse and multifaceted—something he views as a strength. Before joining the U.S. Embassy, he led strategic partnerships and business development initiatives at the British Council. Not only did he foster commercial collaboration between U.K. companies and foreign markets, but he also facilitated the export of U.K. goods and services and the expansion of U.K. education brands through local partnerships. 

In this role, one of his proudest accomplishments was spearheading a key B2B initiative for the British Council’s IELTS Program. The initiative was focused on reversing the decline in market share relative to competitors. For this project, Banksharon had the opportunity to design the entire program, from conceptualizing offers to creating incentive structures for partners such as test centers, institutions, and corporate clients. 

Measurable success for the British Council

The fruit of Banksharon’s hard work certainly paid off. With his plan, there was a measurable increase in market share and uptake of the British Council IELTS across B2B partner channels, demonstrating effective strategy execution from ideation to launch. 

“It was satisfying to take a project from abstract idea to measurable success,” he says.

“Seeing the market respond so positively validated the importance of a strategy rooted in partnership and insight.”

A breadth of banking and finance expertise to draw from

Before working for the British Council, Banksharon also spent over a decade in commercial banking and development finance, where he oversaw the Micro, Small, and Medium Enterprises (MSME) portfolio within the region, managing $500 million in liability products and $200 million in risk assets. 

As part of a results-driven banking environment, he set ambitious quarterly and annual sales and relationship targets, and exceeded them. 

“I continuously surpassed those goals, quarter after quarter. This success wasn’t just about numbers; it was a meaningful reflection of my ability to build strong client relationships, upsell effectively, and navigate complex financial product offerings,” he states.

“Each achievement felt deeply fulfilling precisely because it was earned through high performance under pressure.”

The power of preparation

For professionals looking to enter international trade, Banksharon offers one clear piece of advice: preparation is everything. 

“Avoid rushing into new markets without deeply understanding local consumer behaviour, competition, laws, tariffs, labelling, and Incoterm nuances. A lack of preparation can lead to costly delays or lost opportunities.”

His pragmatic approach has been honed through years of working in an array of industries with globally focused businesses and governments. Today, he uses that in-depth knowledge in the U.S. Department of Commerce to provide strategic insight across key sectors. 

There, he develops and maintains a strong network of commercial contacts across assigned countries and sectors while identifying and fostering business opportunities and partnerships in the interest of U.S. companies. 

The value of international business certification for Banksharon

Banksharon pursued the Certified International Trade Professional (CITP) designation as a way to formalize and validate the breadth of his experience. 

“What appealed most to me was how it validates not just knowledge, but also the ability to apply complex trade principles, from regulatory compliance to financial logistics, not just in theory, but on real-world projects.”

The CITP represents an important international business certification, giving professionals a credible and globally recognized credential that signals expertise, integrity, and strategic understanding in trade.

For Banksharon, it was a natural next step to strengthen his professional standing and global perspective. 

A proud achievement that expands market opportunities

Earning his CITP marked a proud milestone. “I feel excited and proud to have earned the designation,” he shares. “I foresee it opening new doors in new markets.” 

Through his leadership, Banksharon is opening markets for U.S. businesses, attracting investment, and building lasting partnerships across governments and global institutions. His track record makes one thing clear: he doesn’t just open doors, he walks through them with purpose and impact.  

The post CITP Spotlight: Banksharon Nwaneri – Commercial Specialist, U.S. Department of Commerce appeared first on Trade Ready.

The seeds for a career in international trade were planted at a young age for Joshua Boileau. Watching his family’s steadfast work ethic as a young boy made international trade a natural extension of the values he was raised upon. 

“I grew up in a household of blue-collar workers who instilled a sense of work excellence and dedication that inspired me to work in a career that amplified those skills. With international trade, I saw the connections with work ethic, dedication, and attention to detail.”

To him, work such as navigating regulations, supply chains, and cultural differences requires commitment, and for international businesses they are the glue that holds everything together. 

Joshua saw parallels between how international trade operated and how his family negotiated contracts, maintained client trust, and ensured quality. These similarities cemented his choice to pursue trade as a career path. 

Seeing the scale of world trade in action

Experiencing the scale of global trade, especially when it came to product management and marketing, was a favourite part of Joshua’s storied career. “I watched as live orders came in from international markets I’ve never been to. There was something deeply rewarding about knowing that a product team in Ottawa could be making an impact so far from home,” he says. 

Working at Shopify marked another pivotal chapter in his path, one that taught him a powerful lesson about perseverance. After the 2022 invasion of Ukraine, Shopify waived platform fees for Ukrainian merchants and Joshua saw firsthand the resilience of entrepreneurs in crisis while he helped Ukrainian merchants set up their online stores.  

“It was inspiring to see fashion, food, health and wellness, and retail shops pop up. A resilience through war and the pandemic.” These experiences broadened his understanding of what trade can achieve, not just operationally, but on a deeply human level. 

Pivoting small businesses in times of change

Joshua regards reacting to tariffs as one of the most interesting aspects of his career.

“Pivoting a business is incredibly difficult, especially in a small business environment. I feel the weight of change much more immensely than if I worked in a large company.”

But, by shifting focus to new markets, he has been able to help his employer open new and interesting paths. “Interacting with new international regulatory bodies, creating international market entry analyses, and creating international marketing plans has been stressful but rewarding,” he says. 

Start with the basics

For anyone entering the field of international trade, Joshua has one piece of advice that he learned from the current leadership at White Cross, James Dumont:

“You need to learn how to crawl before you can run.” 

International trade, he believes, demands patience, commitment, and a desire to do things the right way, at the right times.  

Learning from instructors filled with passion

Joshua completed the FITTskills program through Algonquin College, one of FITT’s educational partners. His favourite part of the FITTskills program was the people who taught it. 

“The professors had so many years of experience, skills, and cultural awareness that it exuded out of them.” 

He credits the courses with deepening his intercultural understanding, a critical skill in both e-commerce and global operations. 

“I came to realize that the classic business etiquette you see in other fields was dwarfed by the intercultural relationships in international trade.”

His favourite course, International Sales & Marketing, was particularly influential. Inspired by a professor who “had a passion for business and marketing that helped us find our own pulse in international trade,” Joshua pursued an optional co-op placement in South Africa, where he experienced culture shock, global marketing dynamics, and the intricacies of international marketing firsthand. 

These lessons would come into play later in his career at Shopify, where he saw “the power of international trade resilience, adapting to a new global norm in e-commerce.” 

Why he pursued the CITP designation

For Joshua, the Certified International Trade Professional (CITP®|FIBP®) designation represents something essential in today’s world: credibility. 

“There’s something to be said about credibility in a world that has shifted to creating policies and legislation backed by non-credibility. I want to have a credible voice, backed by a world-recognized professional organization, when dealing with international brands, brokers, reps, and supply chains.”

His comments highlight how, increasingly, designations like the CITP instill confidence in both the professionals who earn them and the partners who work with these professionals, creating a win-win scenario for both. 

Earning the designation also felt meaningful and forward-looking for Joshua. 

“I’m excited about where the CITP designation will lead me. I’m passionate about integrating international trade and my degree in sustainability.” 

Looking ahead: a global vision for e-commerce

Now, as E-Commerce Manager for an online pharmacy retailer, Joshua sees enormous potential for international diversification and the CITP designation strengthens that vision. 

“I see my CITP designation extending my current role in E-Commerce Management in online pharmacy retail. There is a lot of work to do in diversifying our international markets.”

With a blend of technical expertise, global awareness, and human-centred values, Joshua is poised to help shape the future of ethical, sustainable, and globally connected commerce. 

The post CITP Spotlight: Joshua Boileau – E-Commerce Management, White Cross Online appeared first on Trade Ready.