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

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

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

Showcasing adaptability in business during COVID-19

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

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

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

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

Finding hidden opportunities for good

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

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

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

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

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

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

“

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

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

Affirming his experience through FITTskills training

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

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

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

The power of competence with a CITP

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

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

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

A future focused on global growth

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

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

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

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

What rules of origin actually do

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

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

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

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

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

Two main types of rules of origin

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

Preferential ROO

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

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

Non-Preferential ROO

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

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

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

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

How to figure out the rule for your product

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

The World Customs Organization says that,

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

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

Wholly Obtained (WO)

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

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

Change in Tariff Classification (CTC)

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

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

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

Regional Value Content (RVC)

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

According to Export Development Canada,

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

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

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

Specific Process Rules

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

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

Key points exporters must manage

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

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

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

Common pitfalls

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

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

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

ROO knowledge is core to the correct trade declaration

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

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

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

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

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

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

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

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

Thinking critically, solving problems, and shaping client success

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

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

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

Learning to balance theory with thinking on your feet

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

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

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

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

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

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

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

Why she pursued the CITP designation

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

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

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

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

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

A strong foundation for a global future

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

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

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

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

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

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

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

The real cost of tariff volatility for businesses 

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

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

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

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

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

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

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

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

Next, a small business should run some stress tests.

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

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

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

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

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

This may require some macroeconomic and geopolitical analysis.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Tariff strategy #7: Increase your operational flexibility 

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

Flexibility is just as important from a logistics perspective.

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

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

Reframing tariff risks as a strategic advantage 

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

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

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

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

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

This is the moment to consider internationalizing the business.

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

Replicating domestic strategy doesn’t work internationally

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

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

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

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

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

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

Designing a product ready for international market growth

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

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

Simplicity

Set up clear, honest communication

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

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

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

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

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

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

Engineer for easy adoption

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

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

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

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

Plan for easy customization

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

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

The same principles apply to modular product design.

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

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

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

Scalability

Optimize your product for efficient logistics and operations

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

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

Safety

Safety as a feature

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

25-Year milestone CITPs: Building the foundation

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

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

20-Year milestone CITPs: Sustained leadership

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

15-Year milestone CITPs: Diverse expertise across sectors

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

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

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

10-Year milestone CITPs: A decade of impact

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

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

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

5-Year milestone CITPs: Emerging leaders

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

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

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

Welcoming the newest CITPs

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

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

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

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

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

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

A community driving global trade forward

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

Caroline Tompkins captured this collective impact:

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

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

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

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

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

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

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

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

Bringing Alberta exporters to the world and the world to Alberta

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

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

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

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

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

A major milestone: becoming a Trade Commissioner

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

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

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

Discovering that business results don’t happen overnight

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

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

How FITTskills training strengthened his confidence

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

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

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

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

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

Pursuing the reputation of the CITP designation

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

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

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

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

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

The post CITP Spotlight: Evan Buie – Trade Commissioner, Global Affairs Canada appeared first on Trade Ready.

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

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

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

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

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

A new export mindset: From growth to resilience

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

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

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

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

Fazal noted that exporters are increasingly asking practical questions:

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

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

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

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

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

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

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

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

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

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

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

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

1. A stronger demand for clarity

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

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

2. More targeted expansion strategies

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

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

3.  Greater focus on trusted partnerships

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

Diversification: Supplement, not replace

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

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

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

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

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

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

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

Strategic supply chains and new trade partners

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

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

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

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

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

The SMEs facing the biggest challenges

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

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

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

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

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

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

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

Overcoming exporter hesitation

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

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

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

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

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

Fazal agreed that hesitation often stems from lack of awareness.

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

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

Choosing the right markets

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

This approach evaluates three key elements together:

• Country risk
• Buyer risk
• Transaction structure and financing

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

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

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

AI and the future of trade advisory

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

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

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

Fazal emphasized the distinction between data and judgment.

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

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

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

Mohtaram offered a broader perspective.

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

The human advantage in global trade

As the panel concluded, one message stood out clearly.

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

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

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

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

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

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

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

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

A career built through perseverance and reinvention

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

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

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

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

Supporting Canadian exporters through strategic insight

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

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

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

A crucial lesson: confidence matters

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

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

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

How FITTskills enhanced his work with exporters

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

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

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

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

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

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

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

A credential that strengthens long-term career growth

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

He also recognizes the value of joining a global network:

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

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

The post CITP Spotlight: Marc-André Beaupré — Senior Relationship Manager, EDC appeared first on Trade Ready.

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

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

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

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

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

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

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

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

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

International expansion demands structured research, not guesswork.

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

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

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

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

North America illustrates how quickly trade conditions can shift.

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

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

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

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

International growth is not limited to exporting finished goods.

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

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

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

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

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

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

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

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

Amid strategic discussions, technical fundamentals remain essential.

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

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

A more disciplined approach to global growth

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

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

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

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

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

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

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