Entering the Global Stage: Possibilities and Challenges from Multi-National Perspectives

Another session at the Techsauce Global Summit 2025 eagerly awaited by founders was “Entering the Global Stage: Possibilities and Challenges from Multi-National Perspectives.” The panel featured Tony Hughes from the Global Entrepreneur Programme, Martin Olczyk from Techstars, Anne Laitinen from Privaon, and Dr. Santitarn Sathirathai from the Bank of Thailand, who discussed strategies for expanding a business into the global market.

When Should You Expand? Let Your Customers Decide

A question many founders ponder is: when should we start thinking about going global? Martin Olczyk answers that expanding too early is the number one reason startups fail.

“If you still have to ask yourself whether you have Product-Market Fit, it means you don't have it yet. But when you do have Product-Market Fit, you will feel it. Customers will call you, email you, and be willing to pay you. That's the signal that you might need to unlock the next stage of growth.”

Dr. Santitarn Sathirathai added that the right time to go global might actually be sooner than we think, as no one is ever 100% ready. What’s crucial is to set the goal of becoming a regional or global company from the very beginning and to constantly ask yourself if you are getting closer to that goal.

Dr. Santitarn further advised, "From the outset of your business, think about whether you are going to be a regional or a global company. What do you need? And every six months or a year, check back and ask, why aren't we ready yet?"

The 3 Prerequisites for Taking Your Startup Global

Once the decision to expand globally is made, the next step is ‘doing your homework’—a point emphasized by all the panelists.

Anne Laitinen, a data protection expert, pointed out that the world is entering a “Compliance-First Economy” where understanding rules and regulations is even more critical than Product-Market Fit. She stated, “We must understand the entire framework, laws, and environment in the country we are about to enter, especially regarding personal data, such as GDPR in Europe, which applies even if the company is located outside the region.”

From a work culture perspective, Tony Hughes added that we must act like anthropologists. This means constantly learning how people in each location live, how they shop, and how they behave. He noted that talking to founders from the same country who have already pioneered that market can provide better lessons than advice from experts.

He also shared a fun anecdote to illustrate his point: “In England, we might have to take you to the pub at least three times before we trust you,” reflecting how business trust is built differently in various places.

Get the Right Partner and Trust Their Advice

Dr. Santitarn stated that choosing a local partner in the target market is a decision that could make or break the company. The right partner can help you understand the local context and access the market more quickly. But if you choose the wrong one, it will become like a zombie that haunts your business for a long time.

In a similar vein, Tony Hughes mentioned a classic mistake made by many companies: they hire a highly skilled local team but then refuse to listen to their advice, instead trying to apply the same successful models from their home country, which often ends in failure.

After Entering the Market, Keep Learning and Know When to Pull Back

The work doesn't end when you launch in a new market; it has just begun. Martin emphasized that we must never stop experimenting, never stop adapting, and never stop learning. What worked in Vietnam might not be effective in Indonesia. We must always go back to talking with customers and collecting data to constantly improve.

Dr. Santitarn suggested that what a company brings to the global market might not just be a product, but its unique capability or "superpower." Some companies might excel at mergers and acquisitions (M&A), while others might be skilled at rapidly learning customer behavior. Understanding this strength allows for a sharper strategy.

The final and most crucial skill Dr. Santitarn left the audience with is learning when to quit. Sometimes, no matter how well you've done your homework, the market may not be favorable, or the partner may not be right. Accepting reality, making the decision to cut your losses, and pulling back to start anew elsewhere is an act of courage and a vital part of a sustainable growth strategy.

Based on the session: “Entering the Global Stage: Possibilities and Challenges from Multi-National Perspectives” at the Techsauce Global Summit 2025.