Long-Term Commitment in Global Business Relationships

In the U.S., you can grab coffee with a CEO in two weeks. In Europe, it might take two years to get that meeting. I ’ve spent years building relationships across both U.S. and European markets, and if there’s one thing I’ve learned, it’s this: networking looks completely different depending on where you are. The way people connect, build trust, and create opportunities is shaped by culture-and if you don’t adapt your approach, you’ll hit walls fast. So, if you're an executive expanding globally, a leader hiring across regions, or a professional trying to break into a new market-this post is for you. The U.S.: Fast, Open, and High-Volume Americans love to network. Connections are made quickly, introductions flow freely, and saying "let's grab coffee" isn’t just polite—it’s expected. - Cold outreach is normal—you can message a top executive on LinkedIn, and they just might say yes. - Speed matters. Business moves fast, so meetings, interviews, and hiring decisions happen quickly. But here’s the catch: Just because you had a great chat doesn’t mean you’ve built a deep relationship. Trust takes follow-ups, consistency, and results. I’ve seen European executives struggle with this—mistaking initial enthusiasm for long-term commitment. In the U.S., networking is about momentum—you have to keep showing up, adding value, and staying top of mind. In Europe, networking is a long game. If you don’t have an introduction, it’s much harder to get in the door. - Warm introductions matter. Cold outreach? Much tougher. Senior leaders prefer to meet through trusted referrals—someone who can vouch for you. - Fewer, deeper relationships. Once trust is built, it’s strong and lasting—but it takes time to get there. - Decisions take longer. Whether it’s hiring, partnerships, or leadership moves, things don’t happen overnight—expect a longer courtship period. I’ve seen U.S. executives enter the European market and get frustrated fast—wondering why it’s taking months (or years!) to break into leadership circles. But that’s how the market works. The key to winning in Europe? Patience, credibility, and long-term thinking. So, What Does This Mean for Global Leaders? If you’re an American executive expanding into Europe… 📌 Be patient. One meeting won’t seal the deal—you have to earn trust over time. 📌 Get introductions. A warm referral is worth more than 100 cold emails. 📌 Don’t push too hard. European business culture favors depth over speed—respect the process. If you’re a European leader entering the U.S. market… 📌 Don’t wait for permission—reach out. People expect direct outreach and initiative. 📌 Follow up fast. If you’re slow to respond, the opportunity moves on without you. 📌 Be ready to show value quickly. Americans won’t wait months to see if you’re a fit. Networking isn’t just about who you know—it’s about how you build relationships. #Networking #Leadership #ExecutiveSearch #CareerGrowth #GlobalBusiness #US #Europe

Over 18 years ago, I moved to Barcelona to start my career as a business school professor. What I thought would be a few years in a novel foreign country has become my life. Rather than an outlier, I am one of millions of long-term expatriates who've stayed far longer than initially planned. But here's what most companies miss: we're not just employees who didn't come home. We're strategic assets hiding in plain sight. In a recent article for The European Business Review (https://lnkd.in/ekXMrX_q), my coauthors Stefan Jooss, Margaret Shaffer and Jan Selmer identified four distinct types of long-term expatriates: ✔️ Planted Pioneers move abroad independently and put down roots, building careers locally rather than within corporate structures. ✔️ Stationed Settlers start on formal assignments but choose to stay, often switching to local contracts and building lives shaped by personal ties. ✔️ Free Floaters move between countries by choice, prioritizing autonomy and flexibility over stability — think digital nomads and independent contractors. ✔️ Jetstream Leaders rotate through successive international postings at senior levels, providing continuity across regions. Each brings deep cultural intelligence, robust international networks, and adaptability that can't be taught in a training program. Yet too many organizations treat us as anomalies rather than opportunities. The challenges are real: ambiguous career paths, visa uncertainties, family pressures, and that growing sense of invisibility at headquarters. But these aren't inevitable — they're the result of outdated assumptions about how global careers unfold. What can managers do differently? Start conversations about long-term possibilities instead of assuming everyone wants to return home. Keep long-term expatriates connected to strategic discussions. Support families navigating local labor markets and schools. Address the financial and legal complexities that compound over time. The future of global careers isn't a straight line. For many of us, it doesn't involve going home. Companies that recognize this reality — and support the diverse paths of their international talent — will build stronger, more globally connected organizations. The question isn't whether long-term expatriates exist. It's whether you're leveraging the strategic resource they represent. #GlobalMobility #Expatriates #TalentManagement #InternationalBusiness #GlobalWork

Sales is Not Just a Transaction — It's a Relationship !! In 2015, we served an MSME client for a small loan. On paper, it wasn’t a big transaction. In fact, over the years, there were no repeated business transactions at all. But this client was different — an affluent entrepreneur who had built significant wealth over 40+ years. He didn’t need frequent funding, yet he kept calling me — to discuss investments, expansion plans, or simply to take a second opinion. There was never a commercial agenda. I would often spend hours visiting his plant, offering guidance, with zero expectation of business. A banker friend once asked, “Why do you invest so much time in someone who never takes a loan?” I had no direct answer. Because it was never about just transactions. In the service industry, your time, advice, and intent are the real currency. And value creation always finds its way back. Today, that same client has entrusted us with executing a ₹150 Crore transaction. Not because we offered the best rate — every banker would fund him. But because trust built over a decade spoke louder than pricing. The intangible became tangible: ✅ We earned a deep-rooted client relationship ✅ We received high-value references ✅ His association amplified our brand value ✅ And today, we are executing one of the most significant deals for our firm This is a reminder: Great sales is built on relationships. Not everything pays you today. But if you keep showing up with value, tomorrow pays back in unexpected ways. #RelationshipBuilding #MSME #SalesLessons #Findestination #SMEFunding #ClientSuccess #FinancialAdvisory #TrustMatters #Entrepreneurship #LongTermThinking Findestination #MsmeLoans #AvidCapital Avid Capital

Most reps treat sales like a sprint. Hit quota fast, chase quick wins, move on. But the truth is, enterprise deals and meaningful relationships don’t happen overnight....... The best reps think like golfers: 1. Patience pays. Big accounts take months of consistent touches before they convert. 2. Positioning matters. Just like setting up the right angle for your next shot, every email, call, and meeting should set you up to progress to next steps. 3. Consistency compounds. One strong quarter doesn’t build a career. Repeated execution does. 4. Relationships are the course. If you treat prospects well even when they’re not ready to buy, you’re laying the fairway for future wins. The long game is about discipline. It’s about showing up every day, stacking small advantages, and trusting that compounding effort beats chasing shortcuts.

𝗦𝘂𝘀𝘁𝗮𝗶𝗻𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗮𝘀 𝗮 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗜𝗺𝗽𝗲𝗿𝗮𝘁𝗶𝘃𝗲: 𝗪𝗵𝗮𝘁 𝗜𝘁 𝗠𝗲𝗮𝗻𝘀 𝘁𝗼 𝗘𝗻𝗱𝘂𝗿𝗲 A company like TTI that has been in business since 1971 has done more than survive. TTI has adapted through economic cycles, technology transitions, supply chain disruptions, changing customer expectations, and the rapid expansion of the electronics industry. For a global electronic component distributor, that longevity and sustained growth are unusual, and they reveal something important about the company’s character. 𝘚𝘶𝘴𝘵𝘢𝘪𝘯𝘢𝘣𝘪𝘭𝘪𝘵𝘺, 𝘪𝘯 𝘵𝘩𝘪𝘴 𝘴𝘦𝘯𝘴𝘦, 𝘪𝘴 𝘯𝘰𝘵 𝘰𝘯𝘭𝘺 𝘢𝘯 𝘦𝘯𝘷𝘪𝘳𝘰𝘯𝘮𝘦𝘯𝘵𝘢𝘭 𝘰𝘳 𝘴𝘰𝘤𝘪𝘢𝘭 𝘰𝘣𝘫𝘦𝘤𝘵𝘪𝘷𝘦, 𝘪𝘵 𝘪𝘴 𝘢 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘥𝘪𝘴𝘤𝘪𝘱𝘭𝘪𝘯𝘦 𝘵𝘩𝘢𝘵 𝘦𝘯𝘢𝘣𝘭𝘦𝘴 𝘢 𝘤𝘰𝘮𝘱𝘢𝘯𝘺 𝘵𝘰 𝘳𝘦𝘮𝘢𝘪𝘯 𝘳𝘦𝘭𝘦𝘷𝘢𝘯𝘵, 𝘵𝘳𝘶𝘴𝘵𝘦𝘥, 𝘶𝘴𝘦𝘧𝘶𝘭, 𝘢𝘯𝘥 𝘷𝘢𝘭𝘶𝘢𝘣𝘭𝘦 𝘰𝘷𝘦𝘳 𝘵𝘪𝘮𝘦. When people hear the word sustainability, they often think first about environmental stewardship, responsible operations, or corporate citizenship. Those remain important, but for a business that has operated for more than five decades, 𝘴𝘶𝘴𝘵𝘢𝘪𝘯𝘢𝘣𝘪𝘭𝘪𝘵𝘺 𝘢𝘭𝘴𝘰 𝘩𝘢𝘴 𝘢 𝘴𝘵𝘳𝘢𝘵𝘦𝘨𝘪𝘤 𝘮𝘦𝘢𝘯𝘪𝘯𝘨: 𝘢 𝘷𝘢𝘭𝘶𝘦 𝘱𝘳𝘰𝘱𝘰𝘴𝘪𝘵𝘪𝘰𝘯 𝘴𝘵𝘳𝘰𝘯𝘨 𝘦𝘯𝘰𝘶𝘨𝘩 𝘵𝘰 𝘦𝘯𝘥𝘶𝘳𝘦 𝘢𝘯𝘥 𝘧𝘭𝘦𝘹𝘪𝘣𝘭𝘦 𝘦𝘯𝘰𝘶𝘨𝘩 𝘵𝘰 𝘦𝘷𝘰𝘭𝘷𝘦. Electronic component distributors sit at the center of global technology supply chains. Customers now expect speed, transparency, reliability, technical support, supply chain insight, and flexible solutions that help them manage risk. Suppliers also rely on distributors to represent their brands well, reach the right customers, protect channel integrity, and expand market opportunity. One of the clearest signs of strategic sustainability is the quality and duration of a company’s relationships. 𝘓𝘰𝘯𝘨-𝘵𝘦𝘳𝘮 𝘤𝘶𝘴𝘵𝘰𝘮𝘦𝘳𝘴 𝘢𝘯𝘥 𝘴𝘶𝘱𝘱𝘭𝘪𝘦𝘳𝘴 𝘢𝘳𝘦 𝘳𝘦𝘵𝘢𝘪𝘯𝘦𝘥 𝘯𝘰𝘵 𝘵𝘩𝘳𝘰𝘶𝘨𝘩 𝘩𝘪𝘴𝘵𝘰𝘳𝘺 𝘢𝘭𝘰𝘯𝘦, 𝘣𝘶𝘵 𝘵𝘩𝘳𝘰𝘶𝘨𝘩 𝘱𝘦𝘳𝘧𝘰𝘳𝘮𝘢𝘯𝘤𝘦, 𝘵𝘳𝘶𝘴𝘵, 𝘤𝘰𝘯𝘴𝘪𝘴𝘵𝘦𝘯𝘤𝘺, 𝘢𝘯𝘥 𝘵𝘩𝘦 𝘢𝘣𝘪𝘭𝘪𝘵𝘺 𝘵𝘰 𝘤𝘳𝘦𝘢𝘵𝘦 𝘷𝘢𝘭𝘶𝘦 𝘺𝘦𝘢𝘳 𝘢𝘧𝘵𝘦𝘳 𝘺𝘦𝘢𝘳. For a global distributor, enduring customer and supplier relationships are a powerful measure of relevance. Customers return when a distributor reduces complexity, improves availability, and provides supply chain peace of mind. Suppliers prioritize partnerships when a distributor extends their reach, supports their reputation, and helps them execute in a complex global market. Being a leading distributor for many suppliers is more than a commercial achievement. It is evidence of the great business model and culture on which TTI was built, reflecting the operating principles championed by founder Paul Andrews and carried forward by leaders such as Mike Morton and Glenn Smith. 𝘐𝘯 𝘵𝘩𝘪𝘴 𝘸𝘢𝘺, 𝘳𝘦𝘭𝘢𝘵𝘪𝘰𝘯𝘴𝘩𝘪𝘱 𝘴𝘵𝘳𝘦𝘯𝘨𝘵𝘩 𝘣𝘦𝘤𝘰𝘮𝘦𝘴 𝘢 𝘥𝘶𝘳𝘢𝘣𝘭𝘦 𝘤𝘰𝘮𝘱𝘦𝘵𝘪𝘵𝘪𝘷𝘦 𝘢𝘥𝘷𝘢𝘯𝘵𝘢𝘨𝘦.

You cannot build a multi-year partnership if you disappear after the contract is signed. The reality of GovTech is that the real work begins at implementation. The promises made in the boardroom have to be delivered on the ground, and the gap between those two things is where most vendor relationships break down. If your sales team hands the account over to customer success and never checks in again, the client feels abandoned. They start to wonder whether the rep who understood their problem so well was just telling them what they needed to hear to close the deal. The best reps stay involved during the first ninety days. They show up to the kickoff meeting, they check in with the department head three weeks into the rollout, and they make sure the promises they made are actually being kept. That continuity builds a level of trust that makes future renewals and expansions effortless. Closing the deal is just the first step in a much longer journey. The reps who understand that build the kind of client relationships that last a decade.

Contracts expire. Relationships don’t have to. Today I’m publishing Part 10 of my 50 Years in the Security Industry Executive Leadership Series: Customer Leadership: Why Relationships Outlast Contracts Over nearly five decades in this industry, I’ve watched contracts get won, lost, rebid, renewed—and sometimes come back years later. But one lesson has remained remarkably consistent: The contract is the business agreement.
The relationship is the business. For a 10-year period, the region I had the privilege of leading maintained approximately 98.5% client retention. I’m proud of that number—but not simply because of what it says about business performance. I’m proud of what was behind it. It meant answering the phone when there was a problem. It meant being present when the conversation was difficult. It meant telling a client what they needed to hear, not always what they wanted to hear. It meant taking responsibility when we fell short. And it meant understanding that earning a contract once is very different from earning a client’s confidence year after year. Some of the professional relationships I value most today have survived changes in companies, titles, contracts and even careers. That doesn’t happen because of a sales strategy. It happens because trust compounds. In Part 10 — Customer Leadership: Why Relationships Outlast Contracts, I share what 50 years in this profession has taught me about building relationships that can endure long after the original agreement is signed. For those leading businesses, operations or client relationships today, I’ll leave you with one question: If your contract disappeared tomorrow, would the relationship survive? That answer may tell you more about the strength of your business than any renewal percentage ever could. I hope you’ll read Part 10 and join the conversation. What has allowed your longest professional relationships to endure? #ExecutiveLeadership #SecurityLeadership #CustomerLeadership #ClientRelationships #Trust #Leadership #RelationshipBuilding #SecurityIndustry #BusinessLeadership #50YearsOfLeadership SecureSource Holdings, LLC

In manufacturing, we are often asked to solve challenges that don’t come with a clear path forward. A customer calls with a request for a product that isn’t available in the U.S., or a solution that hasn’t yet been developed. The timeline is tight. The stakes are high. The answer is not obvious. Over the years, these moments have taught me the difference between serving a client and truly partnering with them. At Catalynt, we have built systems that allow us to stay flexible—whether that means adapting certifications, forming new supplier relationships, or making capital investments to meet a need that didn’t previously exist. None of it is simple, but it’s the work that earns trust over time. Leaders in our space know that long-term partnerships are not sustained by what’s easy. They are built through responsiveness, creativity, and the willingness to carry uncertainty on behalf of someone else. This is the part of the work I take most seriously, and I know I’m not alone in that. #manufacturing #leadership #customercommitment #problemsolving #supplychainstrategy #b2bpartnerships

We have a supplier who has been with Vicco for thirty years. No long term contract. No exclusivity clause. No legal architecture holding the relationship together. Just thirty years of showing up, delivering what was promised, and never once making us wonder if we'd made the right call. Business school taught me about vendor management. Negotiation leverage. Supplier diversification. The importance of never becoming dependent on a single source. Useful frameworks. Completely missing the point. Because here's what thirty years actually looks like. It looks like a phone call at 10pm when something has gone wrong and he's already solving it before I've finished explaining the problem. It looks like him flagging a quality issue we hadn't noticed yet because he cares about what his ingredient becomes more than what it earns him. It looks like a man who has turned down better margins elsewhere because and he actually said this - he knows what Vicco does with what he gives us. I have thought about that line more than most things said to me in formal meetings. No business school chapter prepares you for the supplier who takes pride in your product. The frameworks call that dependency. I call it the only kind of relationship worth building. Thirty years. No contract needed. Just two people who never gave each other a reason to look elsewhere:) — Sanjeev Pendharkar #trust #values #business

A professional connection once called me and said, "Tarjani, a client needs to file an appeal before GSTAT. Will you handle it?" I said, "Yes, definitely." He introduced me to the client and I started working on the appeal. During the assignment, we worked together at certain stages. For the rest of the client's work including GST compliance and other traditional assignments, he continued to be the primary professional. After the appeal work was completed, the client asked me, "Madam, apart from litigation, what else do you practice? Do you also handle all these other services?" The work he was referring to was exactly what my professional connection was already handling. My answer was simple. "Yes, I do. But I will not be taking up those assignments." The client looked surprised. But for me, this was never a difficult decision. Trust is the foundation of every professional relationship. If someone introduces a client to me for a specific assignment, that trust should never become an opportunity to take over the entire relationship. Collaboration is not about taking someone else's client. Collaboration is about bringing the best expertise to the table while respecting the professional who opened the door. The strongest professional networks are built when people know that working with you will never put their client relationships at risk. Skills may get you opportunities. Trust brings opportunities again and again. In professional practice, protect relationships more than revenue. The long-term returns are far greater.