Over more than 30 years supporting Canadian exporters, including assignments in China, India and Mexico, I have seen culture influence nearly every part of an international transaction. It shapes how potential partners communicate, build trust, make decisions, negotiate agreements and interpret commitments. It also affects product expectations, marketing, pricing, customer service and relationships with local employees.

During a recent FITTskills Live session, I shared examples from several markets to demonstrate why cultural preparation needs to be treated as a core business capability. The specific practices vary by country, region and company, and even down to the individual, but the following seven lessons apply to businesses entering almost any international market.

1. Build culture into the business plan from the beginning

Business culture should not be treated as an add-on or assigned to one person after the market strategy has already been developed.

It belongs alongside market research, financial planning, regulatory analysis, risk management and payment strategy. Cultural expectations can influence how long it takes to develop a customer, what type of local presence is needed, who should participate in meetings and how much travel or relationship-building activity should be included in the budget.

For example, a company entering a relationship-oriented market may need multiple visits, introductions through trusted contacts and informal meetings before serious commercial discussions begin. If the plan assumes that a few virtual meetings will lead quickly to a contract, the company may underestimate both the time and resources required.

2. Look beyond national cultural characteristics

National culture models can provide a useful starting point. They can help businesses recognize broad differences in communication, hierarchy, attitudes toward time and approaches to decision-making.

However, they should not become a substitute for detailed research.

Culture also varies by region, city, industry, profession, organization and individual. India is a clear example. It is an extraordinarily diverse country, with significant regional differences in language, religion, business practices, dietary expectations and holidays. A strategy based on a general understanding of “Indian business culture” will not provide enough insight for a specific market opportunity.

The same is true in Mexico. Business culture in Monterrey can differ considerably from Mexico City or Guadalajara.

Even within one city, a technology company, government agency, and family-owned manufacturer may each operate differently.

3. Adapt how you communicate and negotiate

In relatively low-context cultures, people tend to communicate directly and expect important information to be stated explicitly. In higher-context cultures, meaning may be conveyed more indirectly through relationships, tone, timing and what is left unsaid.

This difference can create misunderstandings. A Canadian businessperson may interpret a polite or noncommittal response as agreement. A counterpart may view a direct challenge or refusal as unnecessarily confrontational.

Silence can also carry meaning. During negotiations in China, I saw how uncomfortable Western teams could become when the other side paused for an extended period.

The temptation was to fill the silence, sometimes by offering another explanation or concession. Experienced negotiators were often simply listening and waiting.

A useful negotiation principle is to avoid offering a concession without receiving something of value in return. Just as importantly, teams should prepare for different communication styles before entering the room.

4. Treat relationship building as commercial work

In many markets, the relationship is not separate from the transaction. It is part of how the other party determines whether the business and its representatives are credible, reliable and worth supporting.

In China, the concept of guanxi reflects the importance of networks, reciprocal relationships and trust built over time.

In Mexico, moving immediately into business at the start of a meeting can work against you. Counterparts often want to know who they are dealing with before discussing the transaction itself. In India, dinners, receptions and repeated meetings may be central to developing access and credibility.

Companies sometimes view these activities as delays to the “real” business. In fact, they can be essential to understanding expectations, identifying concerns and establishing the personal trust that supports the commercial relationship.

Relationship building should always remain within clear legal and ethical boundaries. Hospitality and reciprocity must never become an excuse for inappropriate payments, gifts or favours.

5. Map who makes the decision and assess local partners carefully

The person attending the meeting may not be the person who has the authority to approve the agreement.

In some organizations, decisions are made through consensus. In others, formal authority sits with a senior leader who may not appear until late in the process. I have participated in negotiations where new officials continued to join, previously discussed issues were reopened, and final decisions were made outside the negotiation room.

This makes it important to understand both the formal hierarchy and the informal influence network.

The seniority of your own representatives can also matter. In some markets, sending a senior executive signals commitment and may help the company reach the appropriate decision-maker.

Local agents and partners can provide valuable access, but introductions alone do not prove that they are the right fit. Businesses need to assess their capabilities, reputation, values, reporting practices and ability to deliver over the long term.

6. Localize the entire customer experience

Cultural adaptation affects much more than meeting etiquette or translating marketing materials.

It can influence product features, packaging, pricing, communications, distribution, payment options, customer support and after-sales service. Businesses need to determine what should remain standardized across markets and what should be adapted to meet local expectations.

The same principle applies to digital trade.

Selling through a website or digital platform does not remove cultural differences. Customers still have preferred platforms, payment methods, communication styles and service expectations.

A direct translation may not capture local meaning, and a customer-support model that works in one market may feel unresponsive in another.

Where possible, businesses should test adaptations before making a large commitment. A small-scale pilot can reveal whether the product, message, service model and local partnerships are working as intended.

7. Make cultural competence a shared and continuous capability

Cultural competence should not sit with one international business manager while everyone else follows the usual domestic approach.

Senior leaders, sales teams, marketers, negotiators, operations staff and customer-service professionals may all interact with international customers or partners. Each of them need enough understanding to recognize cultural differences, question assumptions and adjust their approach.

This capability also requires continuous learning. Markets change, digital platforms evolve and organizations develop their own practices.

Language skills can be extremely valuable, but effective cross-cultural work also depends on active listening, adaptability, patience, resilience and the ability to influence diverse teams.

Local employees and trusted networks can strengthen this capability. Trade organizations, diaspora communities, experienced advisors, and in-market partners can all provide insight that is difficult to gain from desk research alone.

Cultural preparation creates stronger international relationships

Companies do not need to abandon their identity or adapt every aspect of their business for each market. They do need to understand where cultural differences could affect the transaction and make deliberate choices about how to respond.

That requires moving beyond lists of national characteristics. Businesses need to research the specific market, listen carefully, understand how decisions are made, select compatible partners and adapt the customer experience where it adds value.

Most importantly, they must protect their legal and ethical standards while building relationships across different business environments.

International growth will always involve uncertainty. Companies that develop cultural competence across their teams are better prepared to navigate that uncertainty, earn trust, and build relationships that can support lasting success.

This article was adapted from the FITTskills Live webinar Doing business across cultures: How to prepare, adapt and build trust

The post Doing business across cultures: 7 practical lessons for preparing, adapting and building trust appeared first on Trade Ready.

I was reminded of that recently when I renewed my Certified International Trade Professional (CITP) designation. Each year, CITPs must agree to abide by the CITP Standards of Ethical Conduct. I’ve been through the process many times, but this year I took a closer look at the Standards.

Two words stood out: competency and integrity.

We often talk about ethics in international trade in terms of bribery, corruption and conflicts of interest. And those issues matter. A lot! But the more I thought about these two principles, the more I came back to a broader point:

Competency without integrity is not ethical professional practice. Neither is integrity without competency.

Ethical decisions aren’t just for multinational boardrooms

You don’t have to work for a multinational corporation to encounter ethical dilemmas. And a questionable payment doesn’t have to involve millions of dollars. 

Consider the case of Yucatan Foods, which operated a manufacturing facility in Mexico. According to the U.S. Department of Justice, employees and agents arranged approximately US$14,000 in bribes through a third-party intermediary to obtain a wastewater discharge permit. The conduct came to light after Yucatan was acquired by Lifecore Biomedical. Lifecore investigated, voluntarily disclosed the misconduct and cooperated with authorities. The DOJ declined to prosecute the company in 2023. 

This wasn’t a spectacular, multimillion-dollar bribe. It arose from a routine operational need that any business with an overseas facility might recognize: obtaining a permit. That’s precisely what makes the case relevant. When a well-connected intermediary offers to “take care of it,” a questionable arrangement can start to sound like an ordinary business solution. 

In the FITTskills courses, we examine how to find and vet intermediaries and channel partners, including the benefits and risks of these relationships.

One important consideration is that businesses can be held accountable for the actions of agents, representatives and other third parties acting on their behalf.

Simply saying “we didn’t know” doesn’t make the problem go away. Understanding who represents your business, how they operate and what they’re doing on your behalf is part of doing business internationally. 

Competency without integrity: Knowing how isn’t enough

A knowledgeable trade professional might understand foreign-market regulations, contracts, customs procedures or how to work with local intermediaries. That expertise can help a business identify opportunities and avoid costly mistakes. But the same knowledge can also be misused to disguise a payment as a commission, overlook a supplier’s questionable practices or present overly optimistic projections to secure approval for a deal. 

A professional may know exactly how to get something done, but that doesn’t necessarily mean it should be done that way. The CITP Standards describe integrity in terms of responsibility to clients or employers, the profession and the public, as well as the independence needed to exercise professional judgement. To me, that means being honest, transparent and prepared to question a decision, even when doing so might be inconvenient or unpopular. I have experienced this first-hand. 

Integrity without competency: Good intentions can still cause harm

This is the side of professional ethics I think deserves more attention, particularly when it comes to consultants and advisors. 

Imagine an SME hires a consultant to assess opportunities in a new international market. The consultant is honest, enthusiastic and genuinely wants the business to succeed. But perhaps they lack the experience to recognize an important import restriction, misunderstand the true landed cost of the product or recommend a market-entry approach without fully understanding its regulatory implications. The client trusts the advice, commits resources and discovers the problem only after making a costly decision. 

Were good intentions enough? I don’t think so.

Not every mistake is an ethical failure, and no consultant can be an expert in every aspect of international trade.

The ethical issue arises when someone overstates their expertise, fails to recognize its limits or proceeds without seeking the specialized knowledge a client needs.

Clients often hire advisors precisely because they don’t know what they don’t know. That makes the responsibility even greater. Sometimes the most professional and ethical response is, “This is outside my area of expertise. Let me connect you with someone qualified to help.” Other times, it might mean recommending legal counsel or obtaining an advance customs ruling on tariff classification (HS code) or country of origin, where available, rather than making assumptions that could prove costly for the client. 

Recognizing the limits of our competency isn’t a weakness. It’s part of exercising integrity. 

Different pressures, same responsibilities inside organizations

These principles don’t apply only to independent consultants. Many trade professionals work within private companies, public institutions and government organizations, where their recommendations can influence investments, procurement, partnerships and policy decisions. 

Consider an organization preparing to execute an ambitious international expansion plan. The market opportunity looks promising, senior leadership is eager to proceed and significant resources may already have been committed. Perhaps the organization has even secured a grant or other funding, with timelines and deliverables already established. But what if the analysis reveals serious gaps in its export readiness? What if the organization simply doesn’t have the right people, skills or experience to execute the plan successfully? 

Competency means being able to identify and explain those risks. Integrity means communicating them honestly, even when the organization is eager to move forward and there’s pressure to meet established timelines.

The reverse is equally important. A well-intentioned employee may be asked to assess a complex issue beyond their area of expertise. Acting ethically may mean acknowledging the need for additional training or professional development, investing in proper market research and data, or bringing in outside expertise before making a recommendation. Good advice sometimes requires additional investment, whether in people, knowledge or information. 

Whether you’re advising a client or reporting to senior management, people are relying on the quality of your judgement, not just your confidence. 

Two questions worth asking before the next decision

The CITP Standards of Ethical Conduct address responsibilities to individuals, organizations, the community and the profession, as well as conflicts of interest. They can’t anticipate every situation an international trade professional might encounter, but they provide a useful foundation for asking ourselves two important questions. 

First, am I competent to provide this advice or make this decision? Do I have the knowledge, current information and relevant experience? If not, who should I involve? 

Second, am I exercising that competency with integrity? Am I being truthful about the risks and limitations? Are personal interests, commercial pressures or organizational expectations influencing my judgement? Would I stand by my recommendation if it were made public? 

Neither question is sufficient on its own. We need to be asking both. 

Why renew an ethical commitment every year?

FITT requires CITPs to complete an annual ethics attestation, separate from the ongoing professional development requirements that help us maintain our competency. Rereading the CITP Standards of Ethical Conduct gave that annual step a little more meaning for me. Our roles change, markets and regulations evolve, and the scope of our advice and responsibilities grows. The decisions that test us today may be very different from those we faced earlier in our careers. 

For me, renewal is a useful reminder that neither competency nor integrity can be taken for granted simply because we’ve been working in international trade for years.

A professional designation speaks to what we know, but our conduct demonstrates how we choose to use that knowledge. Whether we’re independent advisors, employees or leaders in public and private organizations, ethical professional practice requires both. 

When was the last time you revisited your professional standards? 

Explore the CITP Standards of Ethical Conduct and learn more about the competencies, ongoing professional development and ethical commitments behind the Certified International Trade Professional (CITP) designation.

The post Good intentions aren’t enough: The hidden ethics risk in international trade appeared first on Trade Ready.

Worldwide, consumers want Canadian products and services. Demand isn’t really the problem; the challenge is in the details. Tariffs, complex regulations, logistics costs, and knowledge gaps keep many Canadian companies from expanding into international markets.

International trade accounts for around two-thirds of Canada’s Gross Domestic Product (GDP).

Small and mid-sized companies often assume they are “not ready” for international trade, because their managers don’t know how to manage these barriers.

But the right information can help you overcome many trade barriers.

Use this overview to get started. If you want a framework to help you apply this information to your own business, access FITT’s Export Vision Board tool.

4 of the top market barriers to exporting for small businesses

1. Complying with customs rules & regulations

One of the biggest barriers is learning the rules and regulations. Not only do you need to learn Canada’s rules, but you also need to learn the specifics for each country you want to export your products to.

Managing trade compliance certainly adds to your administrative burden, but it’s well worth it for many, even when keeping up with two or more sets of laws and regulations. You must learn and comply with rules covering product safety standards, labelling, and customs procedures.

Surveys by the Canadian Federation of Independent Business (CFIB) show that small firms see “complex regulatory frameworks, compliance requirements and the costs associated with shipping” as major obstacles to trading internationally.

Some businesses respond by leaning heavily on customs brokers and intermediaries (about 80% of trading SMEs do so) because they don’t have the in‑house expertise to manage customs and regulatory requirements on their own.​

The easiest way to break into international trade is through one of Canada’s 15 Free Trade Agreements (FTAs). These FTAs cover 51 countries and could reach a market of more than 1.5 billion consumers. Since treaties are in place, the risk is lower, and it is easier to find information on doing business with these consumers. You will be able to find much of this information through Canada’s Trade Commissioner Service and by networking within the Canadian small business community.

2. Building a smooth-running supply chain

Once you have a basic understanding of some of the rules and regulations for imports and exports in your industry, you need to apply that knowledge to building your supply chain. This basically covers everything from manufacturing your product to getting it into your customers’ homes.

Building a “smooth” supply chain today is less about chasing the absolute lowest cost and more about building a resilient foundation.

If your business masters a few fundamentals, it is easier to adapt if you need to change vendors, partners, or just about anything else.

There are many specific things to consider. For example, shipping costs were identified as the single biggest challenge for SME exporters, now affecting 66% of firms, with currency fluctuations and duties and taxes close behind, according to the Canadian Federation of Independent Business (CFIB)

Canadian businesses that are able to front-load inventory and diversify suppliers are better able to stay ahead of supply chain disruption. For exporters, the message is clear: take time to invest in relationships and the tools you need to manufacture your product and reliably move to your customers.

If this seems daunting, consider that other Canadian businesses have gone through this before, and Canada’s network of economic development organizations can help.

For example, Nova Craft Canoe was a thriving domestic small business, bringing high-quality boats to the Canadian recreational market. They were able to expand, reaching new markets in Denmark, Finland, and Germany. They formed strategic partnerships and worked closely with advisors at Export Development Canada (EDC). Credit insurance reduces the risks of doing business with suppliers and buyers in other countries, freeing Nova Craft Canoe up to find the best partners.

3. Developing language and culture competency

In theory, international markets have never been more open. In practice, exporters and importers have a steep learning curve navigating tariffs, technical rules, and shipping bottlenecks. Yet, language and cultural barriers are among the toughest challenges to overcome.

Often, we focus on more objective and tangible barriers like complying with regulations, pricing that includes tariffs, and supply chain management. Yet, one of the toughest challenges is understanding the culture of your new markets and finding trustworthy translation support (beyond AI) if these consumers speak another language. Packaging, marketing, and documentation all need to appeal to your audience.

Storkcraft is one of the fastest-growing baby and children’s furniture companies in North America, including Mexico. Their marketing team includes staff from Mexico, Colombia, and Peru who offer crucial cultural insights. As your business grows, you will likely need additional staff with specialized expertise.

4. Keep up with taxes and tariffs

Tariffs, duties, and border taxes can change quickly, and that uncertainty hits exporters right in the margins. Historically, the United States has been Canada’s biggest trading partner. Sudden increases or new retroactive charges can make a previously profitable contract unviable practically overnight, especially for smaller businesses.

Uncertainty over the changing tariffs and environment may discourage smaller Canadian businesses from exporting their products.

Despite the changing environment, there are still opportunities for growth in reaching consumers in the U.S. or the many other nations with which Canada has trade relationships with.

Companies like Nova Craft Canoe and Storkcraft work closely with the Canadian Trade Commissioner Service and use resources like the Tariff Finder to ensure they operate with the most up-to-date information.

If you are used to only doing business in your local community or domestically, you will have a steep learning curve when you expand into international markets. Keeping up on taxes, tariffs, laws, and regulations for two or more countries is another ongoing challenge. You can start from a position of strength by completing practical, execution-focused international trade training that builds real-world trade competence beyond high-level theory. If you are already exporting or importing products, the right training will help you fine-tune your approach.

You can also connect with knowledgeable and experienced advisors, such as CITPs, who can support your expansion plans and help you navigate a complex trade environment.

The post Some of the top market barriers for Canadian exporters & how to overcome them appeared first on Trade Ready.

In practice, the two are inseparable.

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

In practice international trade and logistics are inseperable.

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

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

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

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

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

Logistics decisions influence risk, responsibility and the customer experience.

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

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

2. Know your product’s logistics profile

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

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

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

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

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

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

3. Incoterms® rules must reflect operational reality

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

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

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

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

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

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

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

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

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

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

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

5. Assess supplier readiness before placing the order

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

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

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

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

6. Protect the product across the entire chain

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

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

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

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

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

7. Inventory planning is a customer commitment

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

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

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

The same challenge exists in many industries.

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

Trade wins the customer, and logistics keeps the customer

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

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

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

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

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

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

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

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

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

1. Export readiness begins long before the sales contract

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

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

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

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

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

2. Quality control must continue until loading is complete

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

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

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

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

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

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

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

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

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

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

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

4. Build credibility through consistent engagement and operational transparency

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

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

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

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

5. Plan logistics around real port conditions, not assumptions

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

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

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

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

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

6. Documentation and payment must move together

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

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

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

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

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

7. Manage risk early and allocate it clearly

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

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

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

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

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

Preparation, partnership and trust

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

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

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

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

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

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

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

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

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

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

Start by understanding the scale and complexity

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

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

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

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

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

Look for opportunity in areas of national investment

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

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

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

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

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

Understand who really drives demand

In Indonesia, understanding the buyer landscape is essential.

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

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

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

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

The practical takeaway is to map the full buying environment:

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

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

Prepare for strong competition

Indonesia’s opportunity also attracts competitors.

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

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

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

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

Assess regulatory and certification requirements early

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

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

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

The broader point applies across sectors.

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

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

Choose local partners carefully

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

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

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

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

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

Invest in relationships and presence

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

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

Emmond shared a comment he once heard from an exporter:

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

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

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

Investigate before you invest

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

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

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

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

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

Learn from more global trade experts

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

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

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

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

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

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

A career defined by cross-sector expertise

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

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

Measurable success for the British Council

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

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

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

A breadth of banking and finance expertise to draw from

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

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

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

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

The power of preparation

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

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

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

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

The value of international business certification for Banksharon

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

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

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

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

A proud achievement that expands market opportunities

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

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

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

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

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

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

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

Seeing the scale of world trade in action

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

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

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

Pivoting small businesses in times of change

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

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

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

Start with the basics

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

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

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

Learning from instructors filled with passion

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

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

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

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

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

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

Why he pursued the CITP designation

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

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

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

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

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

Looking ahead: a global vision for e-commerce

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

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

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

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

Emmanuel Ediale’s path into international trade was built on early exposure to global operations and a growing desire to understand the mechanics that power cross-border business. From the get-go, he knew what he wanted to do. 

“My career in international trade began immediately after college with a finance role at a logistics company,” he explains. “I was responsible for managing the financial aspects of cross-border logistics operations, as well as other business activities the company was engaged in at the time.” 

This early experience gave him a practical foundation in trade finance, operational risk, and the movement of goods across borders, knowledge that would influence every step of his career moving forward. 

Growth, standards, and developing trust along the way

Looking back, Emmanuel’s favourite professional moments are tied not just to milestones, but to momentum. 

“Managing a project from inception to completion, participating in the transition from existing standards to new or revised standards, for example, IFRS 4 to IFRS 17 (an International Financial Reporting Standard for accounting) for major financial institutions, and maintaining positive relationships with colleagues throughout my career.” These are all among some of his favourite aspects of his work journey. 

These efforts showcase Emmanuel’s ability to leverage his financial expertise, international trade background, and business acumen to create measurable value while strengthening operational efficiency and supporting strategic decision-making within forward-thinking organizations.

His efforts haven’t gone unnoticed either. Among Emmanuel’s proudest accomplishments are garnering recognition as the “best employee” at his firm’s year-end celebrations, in addition to consistently earning performance-based bonuses from past organizations he’s worked for. More importantly, he’s proud to have served “as a trusted and positive reference point for both customers and colleagues.” 

These acknowledgments reflect not only his technical strength, but also his reputation for reliability and integrity—qualities that have followed him from one position to the next. 

Career advice: reach out for resources

International trade is filled with resources, networks, and specialized institutions. But like many professionals entering the field, Emmanuel didn’t know how much support existed. 

“One thing I wish I knew earlier was the role of EDC (Export Development Canada) and other crown corporations to SMEs… people tend not to have an idea of resources available to them for both their business and sales expansion. This was an eye-opener for me.”

Understanding these tools (financing, insurance, risk mitigation, and global market guidance) shifted how he viewed trade and expanded what he thought was possible for Canadian businesses. 

How FITTskills shaped his understanding of global business

When Emmanuel enrolled in the FITTskills program, it marked a turning point in how he approached international trade. “These courses have helped my career significantly, especially in understanding major trade concepts. The knowledge I’ve applied so far has been invaluable.” 

He completed courses in international trade, business finance, sales, and marketing—each giving him a new lens through which to understand global operations. But one course stood above the rest: 

“International Market Entry Strategies was my favorite course. I believe this was the background to understanding the map flow of international trade. The professor who taught the course was awesome, and it was really easy to follow through the coursework and complete all assessments as at when due.”

The coursework expanded his analytical toolkit, sharpened his understanding of global competitiveness, and strengthened the strategic mindset he brings to his work today. 

Why he pursued the CITP designation

Like many professionals, Emmanuel wanted a way to formalize his expertise and stand out. “I chose to apply for the Certified International Trade Professional (CITP®|FIBP®) to compete ethically amongst other professionals in trade as well as collaborate with other great minds through the CITP community.” 

An accomplished trade professional with deep knowledge already, he views the designation as a gratifying experience. “I feel so fulfilled and honoured. It has been a long journey, so touching the finish line is rewarding to me.” 

The CITP has already begun shaping his long-term ambitions too. 

“I see my CITP designation paving the way for me in the trade industry in its entirety. I believe I stand a good chance of being an international diplomat, trade commissioner or advisor and a general business mogul when the time is right.”

A depth and breadth of skill, and a bright future ahead

In his current role at Unibrew, Emmanuel is making use of his FITTskills training, specifically in bringing in the financial aspects related to greenfield and brownfield market expansion. 

With a strong record of driving results across the banking, insurance, retail, telecommunications, logistics and food & beverage sectors and a career that spans key areas such as underwriting, business management, capital budgeting, financial analysis and reporting, risk assessment and more, there is no doubt that Emannuel will continue to lead the way in finance and trade in his current role at Royal Unibrew.  

The post CITP Spotlight: Emmanuel Ediale — Accounting Manager at Amsterdam Brewery – a Royal Unibrew Company appeared first on Trade Ready.