As a young newcomer to Canada, navigating both a new country and profession, Sajal Takhi learned an important lesson about professional success: behind every shipment, every cross-border lane, and every international contract are people. ==And to connect with them, you need to understand their needs and challenges.

Today, with over seven years of experience in asset-based transportation, plus a CITP certification and a Master’s in Finance, Sajal has combined his learning with practice to become the expert that he is today.

A natural calling to logistics and transportation

Sajal’s journey into international trade began naturally. He started by coordinating shipments across Canada and the U.S., managing complex cross-border operations and building relationships with suppliers, manufacturers, and distributors. Through this work, he became fascinated by the intricacies of global trade, whether it was handling customs clearance documentation, resolving business disputes, or managing financial risks associated with international transactions. Every challenge and every complex detail drew him in.

His academic background, including a Master’s in Finance, further fueled his interest in international trade by giving him critical skills in financial analysis, risk management, and strategic planning, knowledge that would prove invaluable in his logistics roles. A large part of his career work has been in developing market expansion strategies and optimizing operations to maximize profitability.

Impactful advice about empathy and understanding

One of Sajal’s most powerful stories comes from his early years as a new immigrant in the workforce. At 19, newly arrived from India and working in a diverse Canadian environment, he found himself struggling to connect with colleagues—a challenge many newcomers quietly face.

“Recognizing this, my supervisor told me that to succeed professionally, it was essential to understand the needs and challenges of both customers and colleagues. This advice profoundly impacted me at an early stage in my career, prompting me to cultivate emotional intelligence and empathy.”

It was a simple concept that reshaped his entire approach to work. Sajal began actively building stronger relationships. “I realized that by understanding and valuing the perspectives of those around me, I could build stronger relationships and navigate workplace dynamics more effectively. These skills have become foundational to my professional approach, as I believe that empathy and kindness are key to connecting with others and achieving success.”

Driving significant business growth and winning contracts

Throughout his logistics career, Sajal has contributed to several major projects that improved operational efficiency and drove business expansion.

Notable achievements include winning contracts from major clients such as Burnac Produce and High Liner Foods. These achievements were the result of strategic business planning, negotiation expertise, and strong customer management skills.

“By analyzing market trends, optimizing freight routes, and aligning our service offerings with client needs, I was able to present value-driven proposals that secured these lucrative contracts.”

Another milestone came during the expansion of Sharp Express Inc., where Sajal expanded Sharp Express Inc.’s market presence by diversifying operations beyond traditional reefer loads into dry freight, auto parts, and electronics. “I proactively identified new opportunities, optimized our pricing strategies, and successfully mitigated risks associated with seasonal fluctuations in demand,” he says.

Why Risk Management Became His Guiding Principle

When asked what he wishes he’d known at the start of his career, Sajal answerswith confidence:

“The importance of risk management in every aspect of business, and working as an employee as well.”

He elaborates that the importance of risk analysis lies in its ability to anticipate uncertainties and vulnerabilities, allowing businesses to proactively address issues before they escalate. By doing this, they not only protect their assets and enhance operational resilience but also foster a culture of risk awareness across the organization.

He also believes that,

“risk analysis plays a key role in optimizing financial performance by helping businesses avoid costly mistakes, reduce losses, and enhance their reputation and credibility among stakeholders.”

By systematically evaluating potential threats – whether financial, operational, strategic, or compliance-related – risk analysis enables companies to make informed decisions, allocate resources more effectively, and develop robust contingency plans.

This ability to analyze uncertainty – financial, operational, strategic, or compliance-related – is now central to Sajal’s professional toolkit, and he credits his favourite FITTskills modules with giving him deeper insight into this topic.

Risk Analysis and Cost Analysis – FITTskills training applied on the job

His favourite topics were risk analysis and management and cost and pricing analysis. After studying these areas, he was able to do a mind map of his previous company Sharp Express Inc. where he uncovered risk factors that eventually led to a downturn in the business during a high-interest rate market.

“These courses significantly deepened my knowledge, allowing me to apply advanced analytical skills directly to my work in logistics. This enhanced my ability to make data-driven decisions, mitigate risks, and optimize costs, ultimately contributing to the growth of the company and adding value to the broader community.”

An enriching learning experience

Despite balancing a demanding career in logistics and pursuing a Master’s in Finance, Sajal was able to complete two FITTskills courses for an enriching learning experience. Not long after, he decided to complete the entire FITTskills program and apply for his Certified International Trade Professional (CITP^®|FIBP^®) designation, understanding its ability to open international doors and add credibility to his CV.

“The CITP is a prestigious certification by FITT. By achieving this qualification doors are opened not only in Canada by across the EU as well. Moreover, the faculty of FITT and its strategic partner EDC are industry leaders and well-qualified.”

Pride in contributing to a wider community

Sajal considers earning his designation a proud moment. He views the CITP as a marker of prestige but, more importantly, as a way for him to contribute his learning and work experience to the evolving Canadian economy and “beautiful Canadian community.”

How the CITP is shaping his future

Since earning the CITP, Sajal has honed his international trade skills for a rounded view of logistics, finance, and risk mitigation, all assets he applies to his current role of operations team lead at A.P. Moller – Maersk. Whether he’s ensuring flawless coordination between shippers, carriers, and internal teams to meet OTP targets or reconciling load-level financials, including accessorial, fuel surcharges, and margin analysis to support financial operations, he is using his expertise and deep industry knowledge every day.

His efforts have even led to award recognition within the company—an achievement that motivates him to keep pushing boundaries and deliver excellence in the industry.

Though he is still early in his career, Sajal has accomplished a lot already. He’s won major contracts for clients, accomplished seamless logistics coordination for the world’s biggest shipping companies, and he’s attained major academic and professional milestones. Through it all, he has learned that success in international trade is not just about moving goods efficiently—it’s about understanding people, managing uncertainty, and thinking globally.

His journey stands as a powerful reminder that trade is built on relationships and strategic expertise, and strongest careers grow from both skillsets.

The post CITP Spotlight: Sajal Takhi – Operations Team Lead, A.P. Moller, Maersk appeared first on Trade Ready.

Now, of course, customers can simply go to a grocery store and buy boxes at a time without a second thought to the complex nature of how they came to be in their hands. Non-perishable goods are even easier to come by, requiring the click of a few buttons to get them across countries and seas right to your doorstep. Need a specialized service from someone working in a region hundreds of thousands of miles away? No problem; technology has that solution covered. 

As trade evolves, so do the job roles that support it

Put simply, the movement of goods and services across borders has evolved at a breathtaking pace. Alongside these transformations, the teams that make global commerce possible have grown in both size and sophistication. What was once the domain of a few specialists now involves entire departments dedicated to logistics, technology, supply chain, and trade compliance, the latter being a job area that has recently seen incredible growth. 

Compliance specialization is booming

“Companies with greater than 15% expected growth allocate an average of eight people to trade compliance activities, compared to six in companies anticipating little or no growth,” states a 2025 benchmark study by Descartes Systems Group.

This increase can be attributed to many factors, from geopolitical shifts and tariff policies to shipping disruptions and natural disasters.  

The World Economic Forum also highlights this shift in their paper, Trade Compliance for Leadership, stating, “Non-compliance with new trade requirements could affect hundreds of billions of dollars of trade flows. The stakes are high: compliance safeguards business continuity, avoids supply chain disruption and can be a competitive advantage. It also mitigates the risks of penalties and reputational damage.”  

Customs roles are also becoming a C-suite discussion

Other trade roles seeing expansion include those focused on customs.

“Customs will be used as a business strategy, becoming an important C-Suite level discussion point to navigate the ever-complex international trade waters,” notes a recent article by shipping giant Maersk. And it’s easy to see why.

With a growing web of tariffs, counter-tariffs, and shifting regulations worldwide, importers and exporters must manage their classification codes, documentation, and compliance procedures with precision—or else risk costly penalties and delays. 

And then, there is AI

Virtually all areas of business, including global trade, are being touched by artificial intelligence and associated technologies. In fact, “The global AI in logistics and supply-chain market size was valued at USD 20.1 billion in 2024 and is projected to grow at a CAGR of 25.9 % between 2025 and 2034,” states a report by Global Market Insights. And these technologies are focused on improving operational cost, streamlining logistics planning, and managing real-time supply chain efficiency—but only if teams are trained on how to operate these new technologies.  

Agility, accuracy, and technology: core focuses for trade teams

All in all, in 2026, trade teams need to lean their roles toward technology, compliance, and risk planning for resiliency.  

The World Economic Forum notes in their Future of Jobs Report that “The most prominent skills differentiating growing from declining jobs are anticipated to comprise resilience, flexibility, and agility; resource management and operations; quality control; programming, and technological literacy.” 

That sets the stage for roles like trade-compliance analyst, customs strategy lead, global trade-technology architect, and import/export risk manager—titles once rare, but now increasingly common.  

A simple browse of current job postings finds top companies like Amazon hiring for Global Trade Compliance PMs or Global Customs Ops Analysts, requiring candidates to have the skills to build scalable trade-compliance programs and broker networks. While grocery chains like Loblaws are looking for Customs and Trade Analysts, roles focused on import and export clearance and risk.  

Globally, there are thousands of jobs focused on customs and international trade compliance, including many on FITT’s job board—making it more important than ever for competitive teams to make these professions a priority for successful international market expansion.

Offshoring, nearshoring, and re-shoring: strategies to mitigate volatility 

With increasingly unpredictable supply chains, companies are also rethinking where and how they allocate their trade teams. Offshoring, nearshoring, and re-shoring have become hot-topic strategies in this conversation—each offering clear advantages and trade-offs. 

• Offshoring refers to relocating production or services to a distant country, often to reduce labour costs or take advantage of specialized expertise. It can yield significant cost savings and access to global talent, but also exposes firms to geopolitical risks, shipping delays, and reduced control over quality and oversight. 

• Nearshoring involves shifting operations or sourcing to a nearby country or region—one that lies closer in geography, culture, or time zone. The proximity allows for faster communication, shorter transit times, and improved responsiveness to market shifts, though it may come with slightly higher labour and logistics costs compared to far-off locations. 

• Re-shoring (or on-shoring) brings previously relocated operations back home, offering the greatest control, supply-chain transparency, and resilience against global disruptions. However, domestic production typically comes with higher costs, and the process of re-establishing facilities and workforces can be both expensive and time-consuming. 

Together, these strategies reflect a broader recalibration of global trade—one that weighs efficiency against resiliency, and cost against certainty. What businesses choose to employ depends on their needs and goals, but they will all have to consider the risky environment in which they exist: 

“Geoeconomic fragmentation and geopolitical tensions are expected to drive business-model transformation in one-third (34 %) of surveyed organizations in the next five years. Over one-fifth (23 %) of global employers identify increased restrictions on trade and investment … as factors shaping their operations,” states the World Economic Forum in their job report, pinpointing the need for businesses to be prepared from all angles.  

Training is a unifying factor for all roles

At the heart of these workforce transitions lies a single, unifying factor—the need for continual training and upskilling. Finding employees with a new set of in-demand skills isn’t something that happens overnight. Most often, it starts with giving current teams training to upgrade their knowledge to current-day trends. 

“If the world’s workforce was made up of 100 people, 59 would need training by 2030. Of these, employers foresee that 29 could be upskilled in their current roles and 19 could be upskilled and redeployed elsewhere within their organization. However, 11 would be unlikely to receive the reskilling or upskilling needed, leaving their employment prospects increasingly at risk,” warns the WEF. 

Lora Rigutto, Partnerships and Community Lead at FITT, agrees. She personally sees how training benefits companies and employees working in international trade daily: 

“I’ve seen how upskilling and trade training can change the trajectory of both employers and employees. Many who complete FITT’s international trade training go on to work in government, policy, and business at some of the world’s leading organizations, while others use that knowledge to grow their own SMEs.”

What really stands out is the value of having a CITP®—someone with a broad, practical understanding of international trade who can connect the full A-to-Z process, from market entry and compliance to sales and growth strategy. Whether in a large enterprise or a small business just getting started, that ability to see the whole picture and bring in accredited knowledge created by business for business, along with industry best practices and frameworks—makes a meaningful difference.” 

The world is changing, but resiliency will always remain a strength

In 2025, it may seem like our world is changing faster than ever. But it’s important to put these shifts into perspective. Only 100 years ago, we were still delivering some products by horse and buggy. 50 years ago, we were sending customs documents via fax machines, and just 25 years ago, the biggest technological threat that dominated the headlines was Y2K. The point being, the world has always been in a state of rapid change, but those who flourish in it, no matter the challenge, remain aware, prepared, and upskilled for those changes. 

Curious about current job roles in trade? Below is a list of popular trade jobs that companies currently hire for: 

See active international trade job listings here 

International Trade Consultant: Advises companies on entering new markets or expanding globally including assessing tariffs, trade agreements, and regulatory risks and recommending supply chain and market entry strategies 

Export Manager: Responsible for planning, executing, and overseeing a company’s sales of goods or services into foreign markets; a mix of strategy, operations, and relationship management 

Commodity Trader: Buys and sells commodities, such as agricultural products or metals, on international markets. 

Economist: Analyzes data and develops theories related to the production and circulation of goods, services, and resources in a global context. 

Data Analyst: Analyzes data for companies to help inform business decisions, which can include international market data.  

Logistics and supply chain

• Freight Forwarder: Manages the transportation of goods, including coordinating shipments, choosing carriers, and negotiating terms. 

• Logistics Specialist: Handles the planning and management of international logistics, including warehousing and last-mile delivery. 

• Customs Clearance Specialist: Processes paperwork for inbound and outbound shipments to ensure goods clear customs without delays. 

• Ocean/Air Export/Import Coordinator: Manages the specific details of export or import shipments via sea or air freight.  

Sales, marketing, and business development

• International Sales and Partnerships Manager: Develops and manages relationships with international partners and clients. 

• International Marketing Manager: Creates and implements marketing strategies for products and services in global markets. 

• Business Development Manager: Focuses on expanding a company’s business through new markets, partnerships, and services, often within a specific sector like freight forwarding.  

Compliance and analysis

• Trade Compliance Specialist/Manager: Ensures a company’s operations adhere to all trade regulations, sanctions, and export/import laws. 

• Customs Broker: Acts as an intermediary between businesses and government customs agencies, navigating complex regulations to facilitate the movement of goods. 

• International Trade Analyst: Conducts research and analysis to help companies make informed decisions about global markets and trade policies. 

• Policy Analyst: Researches and analyzes policy outcomes, which can be applied to trade policies and social issues.  

The post Growing global trade jobs: Top roles, skills, and trends to watch in 2026 appeared first on Trade Ready.

However, many firms, especially SMEs, need to understand them, their benefits, and how to apply them to their market diversification strategies. Let’s get into the details in this article.

What are Free Trade agreements (FTAs)? A practical definition

A Free Trade Agreement (FTA) is an arrangement or pact between two or more countries committing to reducing or eliminating restrictions on trade. According to the OECD:

“Globalisation creates opportunities for workers, consumers, and businesses and has helped lift millions out of poverty. Open markets strengthen economic resilience and diversify supply chains.”

In other words, with FTAs, participating countries can establish business rules that make everyone happy. In practice, FTAs create economic advantages by:

• Reducing or eliminating tariffs on many goods
• Simplifying customs procedures
• Opening access to services markets
• Providing rules on intellectual property, investment, sustainability, and procurement
• Making trade more predictable by establishing clear legal frameworks

For exporters, these benefits translate into competitive pricing, smoother logistics, and reduced regulatory challenges. However, when a comprehensive FTA is missing, friction or trade wars happen. For instance, the recent US-China trade wars were a result of an incomplete FTA covering all their trade partnerships.

It was also due to policies that exempted specific products from tariff-free status to protect local producers and manufacturers from foreign competition in their industries.

Types of FTAs and what they mean for your business

FTAs come in different forms, depending on the sort of arrangement or understanding between the involved parties. Here are the three most common types of FTAs and how you can benefit from them as an importer/exporter.

1. Bilateral Free Trade Agreements

A bilateral FTA is a trade deal between two countries. The goal is to reduce or remove barriers such as tariffs, quotas, or restrictive regulations. These agreements are direct in structure. Each partner sets clear terms that make it easier for their businesses to trade.

Bilateral FTAs often lead to lower costs for exporters. They also create simpler customs procedures. Companies entering a new market can gain predictable rules and fewer administrative hurdles.

2. Regional FTAs

These agreements involve several countries within the same region. The countries come together to form a trading bloc. The bloc allows goods to move more freely across its borders.

Take, for instance, the has a shared framework that supports mutual benefits among partner countries. It also helps create freer markets and stronger economic growth.

Companies with highly integrated supply chains typically benefit from Regional FTAs.

The agreements provide access to several markets under one regulatory system. Businesses do not need separate compliance strategies for each country. They also avoid extra levies when trading within the region.

3. Comprehensive Economic Partnership Agreements (CEPAs)

These kinds of agreements often cover services, investments, e-commerce, mobility of professionals, and deeper regulatory cooperation, instead of just goods. It is a free trade agreement between two countries that is more ambitious than a regular FTA, with the goal of promoting other kinds of investments while opening up trade.

The comprehensive scope of CEPAs makes them better suited to service providers, digital firms, engineering companies, or legal or consulting services. With CEPAs in place, partnering countries can facilitate mutual digital trade and open up the market for professionals

However, it’s crucial to note that the World Trade Organization (WTO) sets global rules that bind all FTAs. The regulator ensures that the advantages of an FTA are not granted to non-parties and that the agreement doesn’t lead to unfair trade practices.

How to read an FTA: A step-by-Step approach

FTAs are similar to legal documents, so they are usually voluminous, with hundreds or thousands of pages. However, they follow a similar structure. According to the EU’s Access2Markets guide:

“Reading a trade agreement becomes easier once you know what you are looking for.”

So, what should you look out for? We highlight them below:

1. Start with the Table of Contents

FTAs follow a structured format, with important chapters such as tariff elimination, rules of origin, customs procedures, investment provisions, and technical barriers to trade (TBT) being essential to review early on.

With these details, you can easily determine which parts relate to your product or service and take action, if necessary.

2. Check for tariff commitments

The tariff schedule is essential for exporters. First, find your product’s HS (Harmonized System classification ) code, then identify the correct tariff line, and check if tariff reductions are immediate or phased.

3. Understand Rules of Origin (ROO)

Preferential tariffs only apply when your goods qualify as originating in the partner country. If you do not meet the rules of origin (ROO), you will not receive the advantages of a free trade agreement, even when the tariff under the FTA is officially set at zero.

There are three common ROO tests to check:

• Value-add test
• Change in tariff classification
• Specific processing requirements

Manufacturers managing intricate supply chains may encounter challenges with rules of origin (ROO), yet accurate interpretation remains crucial. Misinterpretation, whether inadvertent or deliberate, can result in penalties, processing delays, and loss of preferential treatment.

4. Review customs and documentation requirements

Most FTAs outline simplified procedures, such as:

• Self-certification of origin
• Advance rulings
• Express shipment provisions
• Digital documentation

These details matter for operational planning and cost forecasts.

5. Check sector-specific annexes

Many industries, including automotive, pharmaceuticals, agri-food, financial services, and telecoms, have dedicated annexes that clarify specific licensing rules, standards and conformity requirements, limits on quotas, and professional mobility conditions

For service providers, these annexes often determine what you legally can and cannot do in the target market.

6. Check for services (If you’re not a goods exporter)

Service-focused businesses should also examine the core details of FTAs. These include market access commitments, national treatment obligations, intellectual property protections, and digital trade rules.

How FTAs fit into your market entry strategy

Using FTAs effectively requires understanding the law and finding legal advantages that support commercial goals. Here’s how they support market entry and diversification:

• Better Pricing Through Reduced Tariffs: Lower tariffs give you margin advantages. In price-sensitive markets, this can decide whether your product succeeds.
• More Predictable Costs and Logistics: FTAs reduce uncertainty around delays, documentation, and compliance.
• Access to New Markets for Services: Professional services such as IT, consulting, architecture, and engineering often gain new rights under FTAs.
• Safer Investment Conditions: Chapters on investment protection reduce risk for foreign-invested subsidiaries or joint ventures.
• Lower Market Entry Costs: Simplified customs, faster approvals, and recognized certifications can reduce time to market significantly.

How to apply FTAs to your business

• Identify relevant FTAs for your target markets
• Classify your product or service correctly
• Analyse tariff schedules
• Map your supply chain against rules of origin
• Prepare documentation and compliance processes
• Engage customs brokers or trade advisors early
• Incorporate FTA benefits into your market entry strategy

Common errors to avoid when using FTAs

Even experienced businesses can misinterpret FTA provisions. So, it’s best to maintain the best practices and avoid mistakes. Common mistakes include:

• Assuming all products benefit from zero tariffs
• Using the wrong HS code
• Overlooking ROO requirements
• Failing to maintain origin documentation
• Ignoring service commitments
• Assuming all FTAs cover digital trade
• Miscalculating input costs for ROO compliance

Why do modern businesses need to understand FTAs?

Trade patterns continue to shift. Geopolitical uncertainty is rising. FTAs are adjusting to these new realities. Businesses that understand how FTAs work gain an advantage.

Those who know how to read these agreements can build stronger resilience. They also position themselves for better international success.

In other words, FTAs are not just legal documents. They are strategic agreements that can shape where you source materials, where you establish distribution centres, how you price your products, and how you expand internationally with fewer complexities

Companies that have FTA analysis as a solid part of their market entry strategy are better positioned for sustainability than those that treat FTAs as negligible.

Make FTAs work for your business

FTAs are essential tools for many businesses Understanding them will better equip your business to compete globally, reduce trade costs, and enter new regions with greater confidence. That way, you can create new opportunities for growth, diversification, and competitiveness.

The post Understanding FTAs and how they apply to your business appeared first on Trade Ready.

Some careers are carefully planned. Others unfold through unexpected turns, revealing exactly where someone is meant to be. For Godwin Aigbokhan, CITP, international trade began with a happenstance job opportunity with a friend.

“I entered the field of international trade by accident. I used to work in the development sector, specializing in private sector development. One day, a vacancy arose in an organization I was affiliated with, and a friend of mine resigned to join the development organization I was working for at the time. So, essentially, we switched roles,” he states. 

That chance transition opened the door to what would become a deeply impactful trade career that now sees him facilitating bilateral trade between Canadian and Nigerian companies with the Trade Commissioner Service, a position he’s been in for over 3 years. 

Showcasing adaptability in business during COVID-19

One of Godwin’s most memorable career moments occurred during a period of global crisis: COVID-19. With borders closed and companies unsure of their next move, Godwin helped design a fully virtual model for engagement. 

“During the pandemic, I organized both a virtual delegation trip and a virtual trade show. It was a fascinating experience as there was no template to guide my team.”

Over 1,000 participants from five countries joined the online trade show, an extraordinary number for a first-time digital event. Even more remarkable, several companies that learned about Nigeria for the first time through the show have since executed several projects in the country.

In a moment defined by uncertainty, Godwin created a new pathway for partnership and proved his sharp skill for innovation and adaptability within the world of trade. 

Finding hidden opportunities for good

Throughout his career, Godwin has discovered a unique strength: the ability to identify connections and commercial possibilities that aren’t obvious at first glance. 

“I believe I have a talent for identifying obscure opportunities across different industries.”

For him, the most rewarding moments come when companies validate those introductions—turning “hidden” opportunities into tangible impact. 

An example of this talent at work came with the development of a digital circular-economy marketplace. The project “allowed for the categorization and trading of household waste on an individual basis and diverted waste from landfills,” he states. His work relied on innovative trade models and showed how these can directly support sustainability and community development. 

Advice for trade professionals: Be adaptable—it will serve you well

International trade is rarely linear and Godwin learned early that rigid plans do not survive long in fast-moving environments. 

“

If I could give my younger self one piece of advice, it would be to be adaptable, because the best-laid plans mean nothing if you can’t implement them. I learned this during the pandemic.”

Able to pivot and thrive during these circumstances himself, his advice proves useful in the current trade ecosystem. 

Affirming his experience through FITTskills training

Godwin’s experience with the FITTskills program helped clarify and validate all the hands-on work he’s undertaken throughout his career.

“Taking the FITTskills courses was a truly affirmative experience for me, as I was able to fit almost every activity I have undertaken in my career into the frameworks and models I learnt about during the courses. This made me feel as though none of my previous work was random. I am very grateful for this experience.”

His favourite course—International Market Entry Strategies—felt especially familiar. “I have actually, in one way or another, implemented all of the strategies in my career,” he says, adding that he loved being able to connect each strategy to a specific activity and company in his work history. 

The power of competence with a CITP

Godwin was inspired to get his Certified International Trade Professional (CITP®|FIBP®) designation because he wanted to project a high level of trade aptitude. “As an international trade professional, I want to project a certain level of competence,” he says, adding that “Earning the CITP designation would enhance my profile and help me to achieve this.” 

Not an easy feat to achieve, he feels “very proud” to have gained the designation and he sees it opening new doors for him within his organization. He also hopes that with it, he can play a role in helping his home country flourish with trade.  

“Currently, Africa represents only 3% of global trade, and Nigeria, my home country, has one of the lowest trade-to-GDP figures in the world at just 2%. I believe that by creating platforms for businesses to connect and discover hidden trade opportunities, it will be possible to create jobs, increase incomes, and improve living standards across the continent.”

A future focused on global growth

With a blend of development experience, trade insight, and a gift for uncovering unseen opportunities, Godwin is charting a path that bridges public policy, private enterprise, and international collaboration. 

His work proves that trade is far more than transactions. It is a mechanism for reshaping economies, elevating communities, and widening doors for countries poised for growth. 

The post CITP Spotlight: Godwin Aigbokhan — Trade Commissioner, Global Affairs Canada appeared first on Trade Ready.

For Samatha Richards, CITP her journey in international trade began with intention, determination, and a clear passion for global business. Her path started in the classroom at Nova Scotia Community College, where she completed an advanced associate degree in 2019—training that would form the foundation for her career in global logistics and trade.

“My career in international trade began with an academic journey at the Nova Scotia Community College,” she explains. “Following my studies, I was successful in securing a position with a company specializing in international trade in 2021 and have continued to work in the field since.”

From her first days in the industry, Samatha found herself drawn to the complexity of imports and exports—particularly the problem-solving mindset needed to navigate documentation, regulations, and risk.

“I’ve found that solving client issues and managing documentation, risk assessment, and management for imports and exports has been incredibly formative. These experiences have built a level of resilience and an ability to work under pressure that I couldn’t have gained in any other way.”

Thinking critically, solving problems, and shaping client success

Early in her career, Samatha learned how even small decisions in global logistics can create significant impacts for clients. “I recall meticulously analyzing global shipping routes and advising a key international client on a new, more efficient mode of transport,” she says. Her recommendation led to a significant reduction in transit time for her client’s goods, which directly impacted their market entry timeline and strengthened their relationship.

This combination of analytical thinking, operational insight, and client-focused service has become a defining feature of her approach.

She is particularly proud of how quickly she’s been able to take on responsibility and deliver meaningful impact. Within only a few years, she’s handled multiple clients and developed an “ability to help identify new lanes and opportunities that have been instrumental to my company’s growth and profitability.”

Learning to balance theory with thinking on your feet

International trade is a field often mistaken for being rule-based and predictable, but Samatha learned quickly that the reality is far more dynamic.

“When I began, I thought success was about memorizing every tariff code, trade agreement, and customs form,” she explains. “While that knowledge is essential, I quickly learned that the reality of international trade is far messier.”

She clarifies that every shipment is unique, and unexpected issues are inevitable, whether they’re port delays, documentation errors, or external circumstances.

Instead, she now sees adaptability, communication, and strong relationships as the critical components to success: “Being able to communicate clearly and calmly with clients, customs brokers, and freight forwarders to navigate a crisis is often more impactful than having every rule memorized.”

“Your clients will value your ability to solve their problems more than your encyclopedic knowledge of trade law.”

She credits skills like thinking on your feet, digging for answers, and being able to build strong relationships with everyone in the supply chain as real keys to success.

Her insight is one shared by experienced trade professionals around the world: clients remember the people who solve problems, not the ones who simply recite regulations.

Why she pursued the CITP designation

Samatha’s decision to become a CITP was driven by her commitment to professional excellence and a desire to let clients and employers know she’s met the highest professional standards in trade

“For a professional, this designation acts as a powerful signal to clients and employers, demonstrating that you have met a rigorous set of industry-validated standards.”

“It adds an immediate layer of trust and credibility, which is essential for building a successful career in a field where navigating complex risks and regulations is the core function.”

She also admires how it is a globally recognized credential, one that signifies a high level of expertise and commitment to ethical conduct. But earning it was more than just about what it signalled to others—it was also a significant milestone that validated her expertise and hard work.

“Achieving this credential felt like the culmination of my academic and professional journey in international trade,” she says, adding that the rigorous process required to earn the designation, from meeting the experience requirements to passing the comprehensive exam, made the achievement feel earned and meaningful. “It confirmed that my skills were not just valuable to my clients and employers but also met a global standard of excellence.”

A strong foundation for a global future

Looking ahead, Samatha sees the CITP as a defining asset in her career development.
“I foresee the CITP designation being a cornerstone of my future career in several key ways, serving as a platform for growth, specialization, and leadership.”

With a sharp analytical mind, dedication to client success, and advanced global trade credentials, Samatha is well-positioned to pursue leadership roles, expand into specialized areas of trade, or guide companies entering new markets.

Her story is a powerful example of how early ambition, continuous learning, and professional accreditation can combine to create meaningful career momentum.

The post CITP Spotlight: Samatha Richards – Key Account Manager, Trealmont Trade Lane Inc. 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.

For Evan Buie, CITP, the path into international trade began with a genuine interest in global business and early career experiences that opened doors into the world of cross-border commerce.

“I had always been drawn to international business and took many courses covering the subject for my undergraduate degree,” he says. After graduating, he entered a role as Coordinator of International Relations in Hokkaido, Japan, giving him a first taste of what a career that spanned across continents and cultures would be like.

As it turns out, “taste” would become a thematic word in his career journey, beginning with his next two roles upon returning to Canada, ones that would see him serving two multi-national food and beverage giants.

Those opportunities became the launchpad into his first formal trade role. “This experience helped me secure my first position in international trade, focusing on East Asia and Oceania, with the Government of Alberta’s Export Development Team within the Ministry of Agriculture,” he notes.

Bringing Alberta exporters to the world and the world to Alberta

During his time with the Government of Alberta, Evan had the opportunity to host several delegations from overseas. One of his most memorable experiences came early on:

“One of my first delegations involved a Chinese chef and his social media team in Calgary. We went to cattle ranches and multiple local, hidden gem restaurants. Seeing their excitement when they tasted the local delicacies or seeing the Rocky Mountains for the first time was hugely enjoyable.”

He also recalls the energy of taking Alberta companies abroad: “I also had a chance to lead an Alberta delegation of companies to Japan for a three-city tabletop expo.”

“Seeing the companies in their element, talking with prospective buyers, and making deals is why I do the work I do. Karaoke was a blast too!”

These moments, equal parts cultural exchange and trade development, reinforced his desire to help Canadian businesses grow internationally, while fostering meaningful relationships with exporters overseas.

A major milestone: becoming a Trade Commissioner

“One of my proudest professional accomplishments was being hired by Global Affairs Canada as a Trade Commissioner,” Evan says, describing the achievement as a highlight of his career. In this role, he has taken on leadership of one of Western Canada’s emerging agri-food showcases:

“I’ve had the pleasure of co-leading the Taste of Western Canada, a food and beverage tabletop showcase held during the iconic Calgary Stampede.”

A huge undertaking, the third iteration of the show will bring together 80 Western Canada agri-food and beverage companies and over 75 domestic and international buyers, making it one of the most targeted food and beverage events in all of Western Canada. “Its potential for further growth is enormous,” Evan states.

Discovering that business results don’t happen overnight

Over the years, Evan has developed a deeper appreciation for the persistence and patience required in global commerce. He notes that professionals in trade must have a deep level of dedication to make international transactions and partnerships come together. Reading about it may make it seem simple in theory, but “…it is another to live it.” he states.

“The time commitments that companies put into their international business development efforts can take years before they are rewarded. Overnight successes are not the norm.”

How FITTskills training strengthened his confidence

When Evan enrolled in FITTskills courses, he discovered how helpful comprehensive and structured learning could be. He enjoyed how the program pushed him to focus on the course content for an extended period of time, when otherwise, many topics may have only come up in passing or infrequently on the job. The fact that the topics were broken into digestible chapters made the process easier too.

In fact, the format became a practical tool he continues to rely on.

“I have since gone back to the textbooks for specific content when following up with clients. The courses have also made me feel more confident in my interactions with companies as I am better positioned to advise them on the FITTskills course topics.”

With his FITTskills training complete, Evan feels like a more well-rounded international trade professional, one that can confidently approach clients and international business with advice and solutions.

This confidence would become apparent after taking his favourite course, International Trade Finance: “I found it quite challenging as the content is material that I would have historically referred companies to other service providers for advice on (i.e. EDC), but I learned a lot and can speak more confidently to the content now,” he notes.

Pursuing the reputation of the CITP designation

Evan chose to apply for the Certified International Trade Professional CITP®|FIBP® designation to “highlight my educational achievement, knowledge obtained, and to add a reputable designation to my resume, LinkedIn page, and signature line,” he says. It’s a credential he views as both reputable and meaningful, something worth showcasing across his professional profile.

Earning it was also another proud milestone to add to his career highlights. Understanding how valuable the designation can be going forward, he feels it adds another layer of credibility to his work:

“I’ve been told that if I were to apply to a job in the future, and all things being equal otherwise, the candidate with the CITP designation would get the job.”

A bright future building Canada’s trade relationships with other countries

As he continues to support Canadian businesses entering international markets, Evan’s CITP designation will help reinforce the guidance he provides, grounded not only in experience, but in globally recognized best practices. It will also, if his trend in food and agriculture continues, be filled with flavourful adventures.

The post CITP Spotlight: Evan Buie – Trade Commissioner, Global Affairs Canada 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.

For Marc-André Beaupré, CITP, a career in international trade wasn’t something he set out to find—it was something he grew into through curiosity, determination, and an appreciation for global business. 

Before joining Export Development Canada (EDC), Marc-André worked in the banking sector and frequently collaborated with EDC teams. Those early interactions made a lasting impression.

“I collaborated with them on many clients. I was impressed by their knowledge and what they were able to do to help entrepreneurs export or import products or services,” he explains. 

He also felt drawn to the global mindset that EDC embodied.

“I always had an interest in other cultures from around the world. So, when the opportunity came to become an employee, I took my chance and applied. Four years later, I’m still as happy as I was on my first day working here.”

A career built through perseverance and reinvention

When asked about his favourite career story, Marc-André doesn’t point to a single transaction, project, or deal. Instead, he points to the journey itself: “My career so far is my favorite story,” he reflects. 

That journey began far from the world of finance. “When I finished high school, I earned a vocational diploma in machining. I worked for about two years in that industry before realizing that I wanted more.” That realization led him back to school to complete his B.A.A. (Bachelor of Business Administration), marking the beginning of a complete career pivot. 

“Having no financial background or experience in the banking business, I started from the bottom and worked my way up to becoming a Senior Account Manager in the business sector and now, a Senior Relationship Manager at EDC.” 

It’s a path built on determination—one that mirrors the resilience required for international business itself. 

Supporting Canadian exporters through strategic insight

As a Senior Relationship Manager at EDC, Marc-André now works closely with companies seeking to grow beyond Canadian borders. His progression into this role has been shaped by each step of his earlier experience—from frontline banking to complex client portfolio management. 

“The path I took to get to where I am today,” he says, is one of his proudest professional accomplishments.

That path has equipped him with a deep appreciation for what exporters face every day. His work now involves supporting businesses as they navigate risk, access financing, and pursue international opportunities—something he finds both challenging and rewarding. 

A crucial lesson: confidence matters

One insight Marc-André wishes he had gained earlier is the importance of trusting yourself in a constantly shifting industry. 

“Don’t doubt yourself. International trade is complex and always different. That’s what makes our job so interesting and captivating.”

It’s advice that many international trade professionals learn only after years in the field, and it speaks to why continuous learning is so highly valued throughout his career. 

How FITTskills enhanced his work with exporters

Marc-André credits FITTskills training with strengthening his ability to support clients more effectively.

“FITT helped me better understand the reality of an exporter. Helped me have better conversations and provide better counsel for my clients. It enhanced my knowledge of the international trade business.”

His favourite course? “International market entry strategies. Because you learn about other culture and way of doing business to make sure that your strategies will succeed.” The frameworks, models, and case-based learning have become tools he applies daily when advising businesses preparing to scale globally. 

Why the Certified International Trade Professional (CITP®|FIBP®) designation mattered 

Encouraged by other certified professionals, Marc-André saw the CITP designation as the natural next step in deepening his expertise. “Thanks to other graduates holding the certification, I was looking for a way to deepen my knowledge of the international market, and the CITP seemed to be the best option.” 

Earning the certification became a meaningful personal milestone—especially given the challenges he faced balancing career and family. 

“I feel proud, because I worked full-time, had a one-year-old baby when I started, and still managed to take and succeed in all the requirements and courses to get the CITP designation.”

A credential that strengthens long-term career growth

Marc-André views the CITP as a powerful enabler for future opportunities. “I foresee my CITP designation playing a significant role in my future career by enhancing my credibility and expertise in international trade. This certification not only validates my knowledge but also equips me with the skills to navigate complex global markets effectively.” 

He also recognizes the value of joining a global network:

“Being part of the CITP community allows me to stay updated with industry trends and best practices, ensuring that I remain at the forefront of the international trade sector.”

With grit, resilience, and determination shaping his success so far, Marc-André’s trajectory is clearly moving in one direction—upward—with no signs of slowing down. 

The post CITP Spotlight: Marc-André Beaupré — Senior Relationship Manager, EDC 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.

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