Expanding internationally is often seen as a defining moment for a growing business. For many leaders, the idea of taking their product or service into new territories represents the peak of ambition, proof that their business has global potential.
But expansion cannot be driven by ambition alone. It must be grounded in strategy, realism and a clear understanding of purpose. James Grew, Chief Revenue Officer at Altia has spent much of his career helping technology firms move from national to international scale, he has seen both the opportunities and the 
pitfalls that come with global growth. He beleives that for SMEs, the challenge lies in turning ambition into sustainable execution.
The purpose of expansion
Before investing in a new market, it is essential to pause and ask why international growth makes sense for your business. What problem are you solving overseas that you are not already addressing at home?
Expansion should never be a matter of vanity. Too many SMEs are tempted by the appeal of large, dynamic markets such as the United States. While the potential rewards are vast, so are the risks. Without a clear rationale, businesses can be distracted by the size of the opportunity rather than guided by where they can genuinely succeed.
At Altia, our expansion strategy was grounded in logic. We began with Commonwealth countries such as Canada and Australia, where public sector frameworks are closely aligned with those in the UK. This ensured that our technology could meet local legislative requirements and deliver tangible value.
Ultimately, prioritising markets where your product fits naturally, not simply where the market looks most attractive, offers the strongest changes of success.
Exercise caution when choosing international partners
When businesses set out to expand internationally, one of the most common missteps is an over-reliance on consultants overseas. While they can provide valuable insight into regulation and culture, their promises often exceed their delivery.
I have seen companies invest significant sums in external advisors who overstate their connections or ability to generate sales. For smaller firms, this can be a costly distraction.
Initial due diligence proves pivotal. No consultant will ever replicate the passion or accountability of the leadership team, which is often founder-led with SMEs. External guidance is useful, but it should never replace internal ownership. Business leaders should keep decision-making close to home and validate every recommendation before committing.
Evaluating markets accurately
Selecting which market to enter first is a strategic decision that extends far beyond economic size. Practical considerations often determine success. These include time zones, language barriers, travel demands and legislative complexity.
For example, when Altia entered the Canadian market, we quickly learned that public sector software solutions must be available in both English and French. That required investment in translation, but it was essential tomeet compliance standards and client expectations.
The same level of scrutiny should apply to cost structures. For software businesses in particular, hosting and infrastructure costs vary significantly between regions. The United States, for example, can be far more expensive than anticipated. Understanding the total cost of entry, not just the potential revenue, is critical to assessing chances of success.
Proving the viability of expansion
Every time I have helped establish an international presence, one principle has remained consistent – prove before you scale. Business leaders and founders must begin with ‘proof of concept’ projects that demonstrate your product’s fit for the new market.
Once trial customers have been converted into paying clients, you have evidence of both product-market fit and commercial viability. From there, growth can be approached methodically.
At this stage, a gradual “land and expand” strategy works best. Use early successes to establish credibility and grow organically. SME leaders must remember that expansion should be progressive, not explosive.
Using talent to bridge markets
International success is built on people as much as product. In every expansion I have seen succeed, the turning point comes when teams from the UK spend time on the ground in the new market. Global secondments can become a firm’s secret weapon.
You cannot build authentic relationships or understand cultural nuances from a distance. Having your existing team in place during the early stages helps establish trust and ensures continuity of values and standards.
At Altia, we have always prioritised sending experienced team members to new markets to bridge cultures and support local clients. Once the foundations are strong, we then recruit local talent to sustain growth. However, recruitment should always follow proven demand because hiring too early without a customer base can drain resources quickly.
Navigating regulatory differences
Adapting products for international markets can be complex. One of the most frequent pitfalls is testing with too narrow a group of pilot customers, which can give a distorted view of product market performance. A wider range of use cases is essential to uncover potential issues before scaling investment.
Regulatory compliance introduces further challenges. For SMEs without dedicated legal or compliance teams, UK trade and export organisations are an excellent starting point. Organisations such as the Department for Business and Trade offer free guidance and support to SMEs looking at global expansion.
One of the main benefits from engaging with these organisations include having them connecting businesses with in-market officials, opening introductions to potential partners and even facilitating meetings with ambassadors. They sometimes provide access to international trade shows and events too, often at little or no cost for qualifying SMEs. These networks are an underused but highly effective resource.
Building the foundations for global growth
As expansion progresses, governance becomes more complex. Establishing a legal entity in each market, as we 
have done in Canada, Australia and the United States, often requires appointing local directors. This adds administrative cost but provides credibility with clients and regulators. I have used resellers and fulfilment partners like Carahsoft in the US as an alternative to having a local regional entity.
Leadership structures must also evolve. Founder-led organisations tend to centralise decision-making, but international growth requires greater delegation and defined accountability.
Private equity-backed businesses often handle this transition effectively because of their emphasis on governance and due diligence. Founder-led SMEs can learn from that discipline, embedding clear financial controls and reporting frameworks early on.
Route to market is another key decision. In some regions, a direct sales model is effective. In others, partnering with resellers or distributors is more efficient. The decision must be made early and executed consistently, especially in cases where a strong reseller network can open doors that would otherwise take years to access.
From potential to long-term success
International growth is never without risk. It demands investment, patience and a willingness to adapt. Yet with careful planning, the rewards can be transformative.
The most successful SMEs approach expansion with curiosity and humility. They listen to their markets, learn quickly and adapt without losing sight of what made them successful in the first place.
Global scale is not about size for its own sake. It is about applying your expertise where it can make the most impact. With clarity of purpose, disciplined execution and the right partners, SMEs can compete globally and thrive overseas.
James Grew, Chief Revenue Officer at Altia