How to Build Trust and Credibility for International Business Expansion

In this episode of Go to Market, David Carlebach joins host Amy Osmond Cook to discuss what it really takes to expand into international markets. Drawing from 40 years of experience spanning entrepreneurship, management consulting, and leading Goldman Sachs’ operations in Asia, David reveals why credibility and business acumen matter more than any market-entry playbook.

The Foundation of Global Expansion Earning Trust Quickly

When you are building international connections, you do not have the luxury of time. David is direct about this reality.

“You don’t have days or weeks to study it. You have to pretty quickly assess, in a meeting or two, what really the heart of the matter is and what they want, and be able to communicate that.”

Three Actions to Build Rapid Credibility

Demonstrate preparedness. Arrive with a clear understanding of your counterparty’s business context. Do your homework before the meeting, not during it.

Listen more than you speak. Your goal in early conversations is to identify the core need, not to pitch your solution. The best connectors spend most of their time understanding, not talking.

Show genuine interest in partnership. International stakeholders can spot a transactional mindset immediately. Focus on creating win-win outcomes from the first interaction.

“They’re helping us because there’s a certain amount of goodwill and chemistry that’s developed quite quickly. If we’re not credible and earning their goodwill, again, quickly and over and over, the network would not be so useful.”

Develop Your Mental Rolodex Through Broad Experience

David’s ability to connect a Taiwanese factory automation company with the right university department is not luck. It is the product of decades of varied experience across different industries and roles.

“It’s so fun and interesting to hear about the businesses and then try to think through your mental Rolodex. Who might they work with?”

How to Build This Capability in Your Organization

Encourage cross-functional experience. The more your leaders understand different facets of business, from finance to operations to sales, the faster they can identify and act on global opportunities.

Value generalist experience in hiring. David notes that his time as an entrepreneur was invaluable precisely because “there isn’t much specialization” in early-stage companies. Leaders who have worn multiple hats bring unique pattern-recognition skills to international business development.

Treat your career path as a competitive advantage. Every role you have held, including the unconventional ones, builds a layer of expertise that helps you connect with diverse international stakeholders.

Run a Two-Way Strategy for International Growth

Effective international development operates in two directions simultaneously. You help domestic companies expand outward while also helping international companies establish a presence in your market.

Preparing Companies for Outbound Expansion

David is clear about what makes a company ready for international markets.

“It’s easy to say, ‘Oh, sure, that sounds exciting, that sounds interesting,’ but it’s hard. If they don’t have the resources or they don’t have the commitment, it’s gonna be for naught.”

Before pursuing global expansion, ensure your company has the resources to sustain the effort and leadership that is genuinely committed to the long-term investment required.

Attracting Inbound Investment

The other side of the strategy involves attracting international companies. David highlights that this is often about more than money.

“When we say the word investment, at least my mind would’ve in the past gone to financial investment, money. But more common is companies coming here to operate, and sometimes it’s bringing financial capital, but certainly human capital, intellectual capital.”

Success here requires understanding what the inbound company actually needs. Whether it is access to university research, a first customer, or strategic partners, your job is to make high-value introductions that help them succeed in their new market.

Adopt the Adaptive Mindset for Global Leadership

Beyond tactics lies a strategic mindset that underpins long-term success. David reframes career uncertainty as a strength.

“You could have come to a critical choice and gone left instead of right. That would’ve also worked out. The choice itself isn’t so important as the fact that you are gonna be there along the journey and make it work.”

What This Means for Your Leadership

Stop worrying about the “wrong” career move. Resilience and adaptability are more valuable than a rigid five-year plan, especially in international business where unforeseen challenges are the norm.

Recognize that your history shapes your capability. The lessons from a failed startup, a stint in a different industry, or an overseas assignment are precisely what give you a competitive edge in global markets today.

Build professional resilience for the long haul. Every unexpected challenge in your career has trained you to solve problems without a clear roadmap. This ability to operate in ambiguity is exactly what you need when navigating cross-border commerce.

Final Thoughts

The most effective global leaders are connectors and lifelong learners who understand that the key to entering new markets is understanding the people within them. Start by looking at your own history. The varied and challenging roles you have held are not detours. They are the source of your unique ability to build trust across borders.