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.

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

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

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

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

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

A new export mindset: From growth to resilience

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

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

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

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

Fazal noted that exporters are increasingly asking practical questions:

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

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

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

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

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

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

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

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

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

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

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

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

1. A stronger demand for clarity

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

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

2. More targeted expansion strategies

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

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

3.  Greater focus on trusted partnerships

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

Diversification: Supplement, not replace

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

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

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

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

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

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

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

Strategic supply chains and new trade partners

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

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

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

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

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

The SMEs facing the biggest challenges

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

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

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

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

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

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

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

Overcoming exporter hesitation

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

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

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

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

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

Fazal agreed that hesitation often stems from lack of awareness.

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

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

Choosing the right markets

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

This approach evaluates three key elements together:

• Country risk
• Buyer risk
• Transaction structure and financing

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

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

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

AI and the future of trade advisory

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

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

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

Fazal emphasized the distinction between data and judgment.

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

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

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

Mohtaram offered a broader perspective.

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

The human advantage in global trade

As the panel concluded, one message stood out clearly.

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

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

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

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

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

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

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

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

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

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

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

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

International expansion demands structured research, not guesswork.

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

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

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

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

North America illustrates how quickly trade conditions can shift.

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

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

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

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

International growth is not limited to exporting finished goods.

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

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

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

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

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

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

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

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

Amid strategic discussions, technical fundamentals remain essential.

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

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

A more disciplined approach to global growth

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

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

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

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

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

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

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

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

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

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

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

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

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

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

3 key actions to jumpstart your global growth

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

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

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

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

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

An untapped, high impact source  of international experience

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

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

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

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

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

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

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

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

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

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

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

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

Select consultants based on the specific needs of your business

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

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

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

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

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

Where to find and access international trade consultants

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

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

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

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

Building a bolder vision and true competitive advantage

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

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

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

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

Try a two-pronged approach for market-entry support

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

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

1. Home based

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

2. Locally engaged

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

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

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

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

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

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

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

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

Small Businesses Are Making a Huge Impact Across North America

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

Canada’s Growing Export Engine

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

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

The U.S. Picture

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

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

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

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

The Main Challenges Small Businesses Face When Going Global

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

1. Regulatory Complexity

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

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

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

2. Access to Financial Backing

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

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

3. Limited Market Intelligence

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

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

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

• Missed compliance deadlines
• Rejected shipments
• Poor partner choices

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

4. Logistics and Supply Chain Management

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

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

5. Trade Disputes and Geopolitical Uncertainty

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

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

Resources Available to Small Exporters

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

Training Programs

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

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

Upskilling and Digital Tools

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

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

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

Consulting Services and One-on-One Support

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

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

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

Get Started in the World of International Trade

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

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

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

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

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

Transitioning from healthcare to global commerce isn’t a typical career path, but for Ana Rosetephane Quilas, CITP, it was a leap that transformed her professional journey.

“I originally trained as a professional nurse and gained valuable experience working abroad, which exposed me to different cultures, industries, and ways of thinking,” Ana recalls. “However, I wanted to challenge myself beyond the healthcare sector and pursue a career that would allow me to think strategically, solve complex problems, and engage in cross-border opportunities.”

That decision led Ana to pursue an MBA from the University of Cumbria in the UK, a move that opened the door to a new world of trade and global business development.

From healthcare to high-tech: building a global career

Ana’s transition into international business was as bold as it was successful. After earning her MBA, she joined Edify, a tech company specializing in immersive experiences for education and training. Over time, she developed expertise in market entry strategies, feasibility studies, and risk management, helping the company expand its global footprint.

When Edify merged with Soluis Group, a leader in immersive technology for real estate and construction, Ana’s role evolved again. She helped integrate both companies’ processes, aligning commercial operations and strategic goals across multiple international markets.

“Through this experience, I gained a deeper understanding of global market expansion and the complexities of scaling a business internationally.”

Expanding business horizons in the Middle East

“One of the most rewarding experiences in my career has been supporting the expansion of our business in the Middle East, particularly in the UAE and Saudi Arabia,” Ana shares. Her work involved conducting in-depth market research, understanding local regulations, and engaging with key stakeholders.

Representing the company abroad became one of the highlights of her career. “I’ve had the opportunity to engage in client-facing meetings, deliver presentations, and conduct product demos in countries like Saudi Arabia, the UAE, and Malaysia,” she says.

These interactions not only strengthened her company’s market presence but also reinforced Ana’s passion for bridging global business opportunities through strategic partnerships and immersive technology solutions.

She also played a crucial role in supporting Edify’s $5 million Series A funding, assisting with due diligence and investor negotiations—all aspects of work that reinforced her passion for global business and trade.

Pivotal career moments that led to leadership roles

When Ana earned her MBA, it marked a pivotal shift in her career. It gave her the strategic mindset needed to navigate complex global business environments and take on leadership roles at Soluis and Edify.

With her business acumen, she’s been able to support C-Suite executives with adaptability, analytical thinking, and a deep understanding of international business dynamics. Her role has been instrumental in executing strategic initiatives, managing cross-border operations, and ensuring the smooth implementation of key business decisions in global markets.

Market entry strategy: a project that delivered results

“One of my standout projects was developing market entry strategies for clients looking to expand internationally,” she explains. “Whether it was helping a Hong Kong-based frozen sushi company enter the U.S. market or supporting an immersive tech company’s expansion in the Middle East, I enjoyed crafting approaches that addressed regulatory, financial, and operational challenges while ensuring business sustainability.”

One of the most valuable lessons that Ana has learned over the years is the importance of adaptability.

“International trade is constantly evolving due to shifting regulations, geopolitical events, and market trends.”

“Early in my career, I believed that having a solid strategy was enough, but I quickly realized that the ability to pivot, adjust, and think on my feet is just as crucial.”

That mindset continues to guide her work today, in her new role in corporate governance and executing business strategy and key decisions made by top executives across multiple entities of Soluis Group.

FITTskills courses: bridging knowledge and real-world practice

Ana emphasizes how the FITTskills program provided the structure and theoretical foundation she needed to complement her hands-on experience.

“The FITTskills courses provided me with a structured, in-depth understanding of international trade. They complemented my hands-on experience by giving me the frameworks and methodologies needed to approach trade challenges more strategically.”

Courses like international market entry, and trade finance, for example, helped her craft data-driven strategies for her clients. They also reinforced her ability to assess financial viability, mitigate risks, and structure deals more effectively—skills that have been invaluable in her career.

Putting knowledge into practice with the International Market Entry Strategies course

Ana’s favourite course comes as no surprise: “The International Market Entry Strategies course stood out to me because of its real-world applicability,” she says. “It provided a comprehensive understanding of different entry modes, risk assessments, and strategic considerations when expanding into new markets.”

Pursuing formal validation with the CITP designation

Ana’s decision to earn her Certified International Trade Professional (CITP) designation stemmed from her desire to formally validate her global trade expertise. “I pursued the CITP designation because I wanted to formally recognize my expertise in international trade and strengthen my credibility in the field.”

She adds,

“The designation is globally respected and signals a high level of competency, which is crucial when working with clients, investors, and international business leaders.”

Having transitioned from healthcare into international business, the CITP designation helped her validate her skillset and solidify her career shift. With it, she can demonstrate her commitment to mastering global trade, positioning her as a trusted advisor in market entry and expansion strategies.

Looking ahead: leading with purpose and expertise

For Ana, earning her CITP wasn’t just a credential—it was a milestone. “Earning the CITP designation was a proud moment for me,” she says. “It represented years of learning, hands-on experience, and dedication to international trade.”

She views the designation as both an affirmation of her journey and a springboard for what’s next.

“The CITP designation will play a crucial role in advancing my career as I continue to expand my consultancy in market entry strategy services.”

A future shaped by global trade certification

As Ana continues to guide companies through international expansion, her story serves as a reminder of how courage, adaptability, and lifelong learning can redefine a career. From healthcare to high-tech, she’s proof that a global trade certification doesn’t just prove expertise, it empowers professionals to drive transformation across industries and borders.

The post CITP Spotlight: Ana Rosetephane Quilas, Manager for Corporate and Executive Governance, Board Affairs, Soluis Group appeared first on Trade Ready.

This year’s top stories explored everything from global trade trends and supply chain resilience to AI-driven marketing, trade terminology, and cautionary tales of market entry gone wrong. Together, they offer a snapshot of the questions and challenges that mattered most to TradeReady’s audience in 2025, and a useful starting point for anyone looking to sharpen their trade knowledge moving into the year ahead.

1. 10 global trade trends we’ll be watching in 2025

10 global trade trends we’ll be watching in 2025

2. How AI can power your international marketing from localization to market insights

How AI can power your international marketing from localization to market insights

3. Combating food fraud with technology-driven traceability

Combating food fraud with technology-driven traceability

4. Lessons from a failed export plan: why Starbucks couldn’t crack Australia

Lessons from a failed export plan: why Starbucks couldn’t crack Australia

5. 25 International trade terms you should know

25 International trade terms you should know

6. The fastest-growing international trade jobs for 2026 and how to get them

The fastest-growing international trade jobs for 2026 and how to get them

7. How IKEA’s inflatable furniture flop teaches us the value of rigorous product testing

How IKEA’s inflatable furniture flop teaches us the value of rigorous product testing

8. From the classroom to global impact: The inspiring journeys of FITT’s 2024 Educational Award winners

From the classroom to global impact: The inspiring journeys of FITT’s 2024 Educational Award winners

9. How to start an export business in Canada

How to start an export business in Canada

10. Export is not a sales channel: It’s a business model!

Export Is Not a Sales Channel. It’s a Business Model!

The post Best of 2025: Top 10 most-read international trade articles from the past year appeared first on Trade Ready.

The following discusses the six most common forms of international business agreements, how they function, and what businesses ought to be aware of when writing or signing such agreements. 

1. International Sales Contracts: The Foundation of Cross-Border Trade 

An international sales contract is a contract that regulates a sale between a buyer and a seller located in different countries. It establishes prices, product specifications, terms of payment, delivery terms, risk transfer, and dispute resolution procedures. The most significant element of these contracts is the application of Incoterms, the internationally accepted system of delivery regulations issued by the International Chamber of Commerce (ICC). 

Incoterms can be defined as the essential terms of trade for the sale of goods worldwide. According to the National Law Review, more than 90% of global trade contracts incorporate Incoterms in some form. 

Some of the common errors that exporters commit include the use of undisclosed terms of delivery, no reference to the version of the Incoterms, and the use of purchase orders rather than a comprehensive contract.

Exporters should ensure that the selected rule of Incoterms fits their logistics and capacity, confirm payment security, and that the law in force is properly defined before signing.

2. Distribution Agreements 

A distribution agreement is a contract where a foreign distributor purchases products and sells them in a specified area. The model suits companies intending to expand abroad without having to invest in a foreign branch or sales force. The distributor manages inventory, marketing, sales, and customer support – they usually take on the brunt of financial risk. For an exporter they are a cost-effective entry mode to new markets without having a physical presence. 

Distribution arrangements may become problematic in cases where there is uncertainty about the territory, exclusivity, or ambiguity in performance obligations.

Exporters are recommended to evaluate the distributor market coverage, financial strength, brand protection commitment, and reporting obligations. Clear regulations regarding marketing, digital sales, and intellectual property aid in the avoidance of conflict in the short and long term.  

3. Agency Agreements 

Compared to distribution, an agency agreement is different because an agent does not buy goods. Rather, the agent markets the products of the exporter and receives commission on successful sales. The exporter has full control over pricing, ownership, and invoicing.

In most jurisdictions, agency agreements are highly controlled. For example, as per European Union Law, “commercial agents are entitled to statutory termination compensation even if the contract states otherwise.” 

Companies often face issues when they blur the line between agents and distributors, do not clearly define authority, or fail to include confidentiality and intellectual property safeguards.

Exporters should review commission systems, clarify that the agent is allowed to sign on behalf of them, and verify that all domestic legal requirements (including claims to compensation) are familiar.

4. Licensing Agreements 

A licensing agreement gives a foreign firm rights to utilize intellectual property – trademarks, software, proprietary formulas, technology, or manufacturing processes –  in return of royalties or fees. Licensing also enables firms to venture across borders without transporting products or constructing facilities. 

The greatest risks are in markets where intellectual property protection is weak. Poorly executed licensing agreements may result in unauthorized duplication, brand damage, or a dispute over the calculation of payments. Licensors need to specify the scope of the license such as territory, exclusivity, duration, and quality-control conditions. Audit rights are necessary to facilitate the proper reporting of royalty. 

Companies need to consider the robustness of local IP laws, review the production or service levels of the licensee, and determine the precise sanctions against abuse of intellectual property before engaging in a licensing agreement.

5. Franchise Agreements 

A franchise agreement gives a franchisee the opportunity to run a business under the name of the franchisor, using their systems and business model. Franchising is common in hospitality, food service, retail, personal care and education sectors. 

According to the International Franchise Association (IFA), the growth of franchising remains high. In 2024 alone, U.S. franchises were expected to grow by more than 15,000 new locations, creating over 221,000 jobs. 

Globally, franchise and distribution legal services have been projected to expand at a double-digit CAGR in the time period ranging from 2025 to 2035, which shows continued global growth. 

Cross-border franchising involves adapting to the local laws, consumer behaviour, and standards of operation. Failure can be common when training is inadequate or when franchisees do not stick to the set standards.

Major points to consider before signing are the franchise fee, royalties, advertising expenses, quality-control measures, and the limitation of brand usage.

6. Joint Venture Agreements 

A joint venture (JV) is the process in which two or more companies establish a new business or a new business partnership to enter the market, create new technologies, or distribute the operational risks. JVs are widespread in fields where the entry barriers and capital requirements are high, or local knowledge is limited.

Nonetheless, JVs can be considered one of the most complicated international business contracts to negotiate. Mismatched expectations, poor governance systems, poor intellectual property rights, and exit systems are some major areas of dispute. Companies need to make clear profit sharing arrangements, decision making, dispute resolution, confidentiality, and jointly developed IP ownership before joint venturing.

Key Action Principles for Drafting Strong International Business Contracts 

In any international business agreement there are a number of principles when drafting. Words should be used clearly, expressions that are ambiguous may mean something different in different jurisdictions. All contracts must stipulate the law of governing and dispute resolution system including international arbitration over treaties like the New York Convention.

The appropriate version of Incoterms and the port or delivery point should be mentioned in contracts. In transactions focusing on intellectual property, including licensing agreements, franchise agreements, and distribution agreements, clauses of high level of confidentiality and IP-protection are absolutely non-negotiable.

Due diligence is also critical. Companies ought to research on the financial strength, reputation, and capacity of their foreign associates. Knowledge of local regulations helps to avoid unforeseen liabilities during contract negotiations, and especially in markets where there are agency law or foreign-ownership regulations. Finally, every contract must include a transparent and practical termination plan, without one, even strong partnerships can end in costly disputes. 

Helpful Resources for Global Exporters 

To deepen your understanding of international business contracts, these official sources provide detailed guidance: 

Trade Commissioner Service (Canada): Offers practical guidance on legal, compliance, and contract considerations. 

ICC — Incoterms® 2020 (International Chamber of Commerce): The official ICC page for Incoterms®: authoritative explanations, purchase information, and guidance on the 11 trade rules used in international sales contracts. 

U.S. International Trade Administration — Learn How to Export: U.S. government guidance on export readiness, documentation, payment methods, and compliance, helpful when structuring international sales contracts. 

WIPO (World Intellectual Property Organization) — WIPO Home: Global IP authority with tools and guidance for protecting trademarks, patents, designs, and other IP central to licensing, franchising, and distribution agreements. 

Strengthening Your Global Business with the Right Agreements 

International expansion rewards companies that prepare well. Exporters are able to reduce risk, protect intellectual property and establish successful cross-border relationships with well-defined, well-considered international business agreements.

The knowledge of international sales contracts, distribution agreements, agency agreements, licensing agreements, franchise agreements, and joint venture agreements assists North American exporters to act with confidence and grow sustainably in the global market. 

The post 6 types of common international business contracts appeared first on Trade Ready.

When Nil Özçelik Razavi, PhD, first moved from Turkey to Canada in 2007 to complete her doctoral research in Translation Studies, she never imagined she would one day be working in international trade. Yet her journey from academia to becoming a Certified International Trade Professional (CITP) shows just how powerful career reinvention can be.

A new professional path

After earning her PhD and teaching for several years, Nil realized that opportunities in academia were limited. “I worked in the field of language instruction for a few years while thinking I might need a career conversion at some point,” she explains.

That career shift came when she was hired as a Trade Expert at the Commercial Office of the Turkish Embassy in Ottawa. Drawing on her research background and analytical skills, she quickly adapted to the demands of international trade. What began as a new opportunity soon grew into a meaningful career helping businesses from Turkey and Canada connect.

Representing her country abroad

For Nil, one of the most rewarding aspects of her work is engaging directly with trade delegations and Canadian businesses. “My favourite moments are the ones shared with our incoming trade delegations and presentations delivered in different business settings in Canada,” she says. These events, she adds, are not just about exchanging information. They are about building valuable connections that can shape future trade relationships.

Collaboration is another part of the role she values deeply.

“I sincerely take immense pride in being part of our Commercial Service, working in a diplomatic setting and serving as a bridge to enhance trade relations between the two countries.”

For her, success in international trade is always the result of teamwork.

Shifting careers required not only new skills but also perseverance. Nil has learned firsthand how vital resilience is in both personal and professional growth. “It does not matter how slowly you go as long as you do not stop,” she says, quoting Confucius. That philosophy has guided her through challenges and continues to motivate her as she grows in her trade career.

Building confidence with FITTskills

To strengthen her expertise, Nil turned to FITTskills training. She describes the courses as both practical and confidence-building.

“The courses covered a wide range of topics in the field of international trade and offered the core knowledge to enhance my skills as a professional. You feel well-equipped after completing the coursework. It is a good feeling.”

Her favourite course was International Market Entry Strategies, which gave her tools to conduct competitive market research and identify opportunities. She also points to Feasibility of International Trade as particularly useful, since it broadened her ability to analyze sectors at a macro level and anticipate trends. Together, these courses provided her with the analytical frameworks she now uses daily to support businesses in exploring new markets.

Taking the next step with the CITP designation

With her growing expertise and practical experience, Nil decided to formalize her skills with the CITP designation. “The reason I chose to apply for the CITP designation is because this is the highest level of professional accreditation for international business and trade professionals,” she explains.

When she received the designation, it was more than just a line on her résumé. “It is great to be a part of the CITP community, and it means a lot to me, so much so that I proudly hung up my framed CITP designation on my office wall.”

The impact of holding the CITP designation

Earning her CITP has enhanced Nil’s career in multiple ways. It provided validation of her skills and gave her a new perspective on leadership in international trade.

“The designation contributes to my career by officially recognizing my experience and by helping me stay current with new developments and trends.”

Nil also highlights how the CITP has influenced her leadership approach: “In international trade, leadership means creating a culture where every team member feels empowered to think critically, act proactively, and adapt to changes. This mindset is essential for transforming challenges into opportunities and ensuring sustained, trust-based relationships.”

A continuous journey of growth and adaptation

Now that she has been a CITP for over a year, Nil sees the designation as a launchpad for continued growth. She is committed to applying what she has learned to strengthen trade relations between Turkey and Canada and to help businesses navigate the complexities of global markets.

For professionals considering a career in trade—or a career change—she offers one piece of advice:

“Career reinvention is a continuous journey of growth and adaptation.”

Nil’s own journey proves just that. From academic researcher to trade expert, and now a CITP recognized for her expertise, she has shown how resilience, continuous learning, and the right credentials can open new doors and new horizons in international trade.

The post CITP Spotlight: Nil Özçelik Razavi, PhD – Trade Expert, T.C. Ticaret Bakanlığı appeared first on Trade Ready.

As I look back to 2001, the first time I handled an international shipment, and then fast forward to my current position at Export Development Canada helping exporters with their trade-related questions, there are so many things to celebrate.

My experience growing professionally and academically

Throughout my career I was able to grow in two ways:  professionally and academically.  As I took my first steps in international business, I realized that having a few years of experience was not enough. I needed to learn and understand why it was so important to be involved in trade and how exports can make a difference in the development of any global economy.

I recognized the need to get specific practical training to give me the global business know-how I needed to take my career to the next level.

As I researched different programs of study, I found the FITTskills program through Seneca College’s part-time study option. The CITP designation was my main goal at that time and having a flexible option to study part-time was the best way for me to achieve it.

Learning all aspects of international trade and supply chain management allowed me to grow professionally in this field at a fast pace. I became an asset to the manufacturing company I was working for in Toronto at the time. They wanted to expand their business internationally and due to my work performance and supply chain and trade knowledge, I was asked to relocate to Mexico for three years to help train the team and implement the processes in customs, logistics and trade operations.

Although this delayed my progress in completing the program, this was an incredible experience that allowed me to grow within the company and learn through hands-on international work. As my assignment in Mexico began winding down, I completed my last few courses to finish the FITTskills program.

Emiliano with a group of his international students during his time as a global business instructor.

Today, I am proud to say that I’ve delivered international trade and supply chain management training to over 2,500 students and individuals through classroom and online courses. These individuals have been part of my career success, as I also learned from them through their engagement, curiosity, and passion for international business. The CITP designation allowed me to work with amazing staff and students at different academic institutions across the Ontario College system as faculty in their international trade and supply chain programs.

Applying my global trade know-how to help exporters grow

In 2012 I took on a new opportunity to work as a project funding officer with Canadian Manufacturers & Exporters (CME), Canada’s largest trade and industry association.  Through the Smart Program I learned how companies could implement export expansion through manufacturing projects that encourage investments in new equipment capabilities as well as job creation and increased global trade for Canada. My job was to support the manufacturers’ applications by ensuring they had solid export plans that were able to be implemented quickly.

This warranted that the provincial contributions towards these projects were going to companies that had the best chance to sustain the created jobs and get their products exported rapidly. The new capabilities, that more than 150 companies under my portfolio gained through this funding program, were the pillars to their export growth.

As I’ve learned through the FITTskills program, gaining new global customers needs to be supported with sufficient capacity and capabilities that can serve those new customers.

By becoming more competitive with the purchase of new equipment, those funded recipients were able to achieve and contribute to the overall export trade statistics that we always hear from the government.

Providing my opinions and analyses of the export plans developed through the Smart Program was always a big responsibility. But knowing that my know-how was backed up by my experience in the industry, and the process of earning my CITP designation, assured my managers that the money was allocated to the right companies.

Taking on new opportunities to support exporters from Peru to Vancouver

Emiliano (centre) with group of trainees at Prom Peru

After seeing that some companies weren’t eligible to receive funding due to a lack of export skills, CME decided to offer export training workshops across the country. Through different nation-wide organizations in the ecosystem, including BDC, EDC and the Trade Commissioner Service, I was able to deliver international trade courses and engage with over 1500 companies in the 18 months that the program was offered.

This program delivered training in major Canadian centres, including Toronto, Montreal, Calgary and Vancouver. As part of a partnership between FITT and EDC, I also travelled to Lima, where I was able to deliver the FITTskills training to employees of PromPeru, the government agency that promotes exports in Peru.

As my journey continues in the export ecosystem, I joined the Export Help Team at Export Development Canada (EDC) in 2018. Through this service Canadian companies looking to export (or currently exporting) can access trade-relevant information and have their questions answered by a team of experienced CITPs and other advisors and partners. The team responds with curated information that helps address their concerns and directs them to relevant export and trade resources.

In 2023 I moved into a Senior Product Operations Manager role within EDC.

During my time helping exporters at EDC, I’ve learned that companies are cautious when exploring new markets, and it is in their best interest to do enough research to secure a successful global expansion.

It’s great to know that at EDC, the Export Help team and other departments, can assist companies with trade knowledge, and also connect them with solutions that can mitigate their international risks.  Look for some of my upcoming blogs and webinars in the Export Help Hub.

Success is not individual, but comes through relationships and partnerships

Throughout my career, I attribute my success to not only my own work, but countless individuals who I have been lucky to connect and work with over the years. Without the help and assistance of those in my dream teams, coworkers and leaders that cared enough about my career development, or that gave me  the opportunity to take on new challenges, many of my achievements could have not have materialized.

Keep in mind that you will meet key people in your life and at work. Managers, clients, peers at industry events, students or classmates, will allow you to succeed as they support your projects, businesses or knowledge.

To all of you who helped me through the years, I offer a big thank you, and look forward to fostering many more relationships as my career continues.

The post From student to teacher, how global business training has shaped my rewarding career appeared first on Trade Ready.