The world is vast—195 United Nations-recognized countries, more than 8 billion people, and over 7,100 languages—but modern technology and the internet have made global connections faster and easier, creating greater opportunities for international business.
When pursuing international deals, an attentive approach to cultural differences is essential. Scott Leese, founder of Scott Leese Consulting and The Surf & Sales Summit, warns against using the same pitch everywhere. “You can’t copy and paste your pitch deck and expect it to land the same way in Frankfurt, Stockholm or Auckland,” he said. “You have to adjust.”
Diego Andrade, partner and foreign legal consultant at BALL PLLC in Houston, agrees and emphasizes clarity of purpose. “If someone decides to venture or invest in other countries, they must be clear about their objectives and why they want to invest or conduct business in that foreign country,” he said. “People need to understand the environment they will enter and conduct due diligence before making commitments.”
Both Leese and Andrade stress the importance of cultural sensitivity. Andrade recommends learning local customs, engaging interpreters when needed, and making the effort to communicate in the local language. “Because language itself is a product of culture and history, any attempt to communicate in it, even if limited, will give a positive impression,” he said. “No matter how strong a negotiator you are, or how strong your position is, efforts to reach out and approach others in their language or custom will open the gates for you.”
Understanding business cadences across cultures also matters. “From a cultural perspective, social norms, acceptable interaction, manners and the degree of permissible proximity will vary,” Andrade said. He noted that representatives from more industrialized markets often push quickly toward the deal, while counterparts from other regions may prefer to spend time building trust and relationship before committing.
© KinecticImagery | Dreamstime.com
Virtual meetings help start conversations, but face-to-face interaction remains invaluable. “Both work, but intent matters,” Leese said. “If you’re serious about a region, show up. Nothing beats shaking hands, breaking bread, and seeing how people live and work. Virtual is fine to start, just don’t confuse convenience with commitment. Be willing to do what others are not.”
Andrade echoed that human connections are hard to replicate online. “Human beings remain socially wired creatures,” he noted. “The sign language, gestures and voices of people will always cause a bigger impact in an in-person setting than on a screen. Any chemistry, compatibility and alignment of business goals will be felt more accurately in person than remotely.”
Leese recommends learning from those who’ve already done business in your target market. “Talk to people who’ve actually sold there,” he said. “Culture lives in the conversations. How people buy, how they communicate, how fast they move. LinkedIn is underrated for this. Find locals and ask what doesn’t work. You’ll learn more from that than any textbook.”
International business involves risks, but with careful planning these can be managed. Andrade advises dedicating time and resources to identify, evaluate and mitigate legal, compliance, financial, political, security and other risks. “There are many opportunities beyond our borders, and many of these are exciting and can yield high returns on investments,” he said. “But investments in foreign markets must be backed by robust risk management practices.”
When closing deals abroad, compliance with country-specific laws and international treaties is critical. Andrade warns against cutting corners: “Don’t embrace a false sense of cost-efficiency and avoid lawyers, accountants, tax advisors or other experts. Retain them in a timely manner, not after you’re already in trouble.” He also recommends working with reputable counsel who understand the jurisdiction’s operational realities and can provide professional references.
Understanding different legal traditions is also important. “Legal systems will vary depending on geography,” Andrade said. Common-law systems, which emphasize court precedent, differ from civil-law jurisdictions that rely on codes and statutes. Other regions follow distinct legal traditions, such as Sharia in Islamic law. A legal team fluent in these nuances is essential to protect investments and negotiate comprehensive international contracts.
Leese suggests partnering with local counsel or channel partners who already know the terrain. “The goal isn’t to master every rule; it’s to remove friction for your buyer,” he said. “Make it easy for them to say ‘yes.’”
Above all, approach new markets with curiosity rather than assumption. “Every market is like a new surf break — the waves look familiar, but the currents are different,” Leese said. “Listen first, adapt fast, and never think your way is the only way.”