The Global Marketing Show

Mickael Dang is co-founder of Synakis, a biotech startup developing groundbreaking technology for the treatment of retinal detachment. Still in startup mode, the company is part of UTEST, the University of Toronto’s Early Stage Technology Program, which helps deep tech entrepreneurs go from lab to market.
Mickael and Wendy connected at the Redefining Early Stage of Investment (RESI) Conference in Boston, where Synakis was among the highest-scoring companies in the Innovator’s Pitch Challenge. (The RESI conference is hosted by Life Science Nation and Wendy recently interviewed Dennis Ford, founder and CEO of Life Sciences Nation, which specializes in fundraising for life sciences companies.) 

Mickael’s journey is fascinating. When he arrived in Canada from France six years ago, he could barely string together an English sentence. Today, we find him at the intersection of scientific innovation, entrepreneurship, and global market expansion, having started Synakis while earning a PhD and serving as President of the Student and Young Investigator Section (SYIS) of TERMIS (Tissue Engineering and Regenerative Medicine Society). He is also multilingual; he speaks French, English, and some Mandarin. 

“The PhD is the same concept as being an entrepreneur,” he says. “You need to be very self-driven, very independent as well. You have to come up with your own experiment and come up with the next predicted results. I had this entrepreneurial mindset from the get-go and wanted to do a PhD for purpose, to really get the company out there." 

Incubated in the laboratory of renowned biomedical engineering professor Dr. Molly Shoichet, Synakis is developing a revolutionary hydrogel-based technology called SNK125. This innovation promises to transform the recovery process for patients suffering from retinal detachment, a serious condition that requires immediate surgical intervention to prevent permanent vision loss. 

Current treatments for retinal detachment involve using silicon oil or heavy gases to push the detached retina back into place. While these methods work, they come with significant drawbacks. Patients experience blurry vision during recovery and must maintain exhausting, face-down posturing for hours, sometimes for months. In addition, the materials used aren't biodegradable, requiring a second surgery for removal. Synakis's hydrogel technology eliminates all of these challenges, while reducing recovery time from months to just days. 

 

The Global Path to Market 

Equally interesting is the company’s approach to global market entry. Based in Canada, the company has already laid the groundwork for international expansion; in 2019, Mickael proactively filed patents across multiple territories, including Europe, Australia, Canada, and China, to ensure protection of its intellectual property globally. And rather than attempting to tackle multiple markets simultaneously, Synakis will initially focus on North America before expanding to Europe and China. This staged approach allows them to establish a strong foundation in their home market while building the partnerships and relationships required for international expansion. 

Throughout, Mickael and his team have been actively seeking partnerships with established industry giants like Alcon or Bausch & Lomb. There are high costs associated with clinical trials these companies – companies that "own the entire market," according to Mickael – have the expertise and distribution networks necessary for successful commercialization. 

 

Funding the Future 

Synakis is concurrently seeking seed investment and focusing on several critical milestones: Good Manufacturing Practices (GMP) setup, FDA regulatory filing, and preparation for clinical trials. While its primary focus is on North American investors for practical reasons like time zone alignment and ease of communication, they're keeping their options open for international investment, particularly in regions like China, which possess significant market opportunity. Mickael has constructed a targeted and strategic approach to investor outreach. At the RESI conference, for example, he prioritized meetings with specialized investors like ExSight Ventures, who focus specifically on ophthalmology. These are the meaningful conversations with investors that will ask the hard questions and offer solutions. 

 

Looking Ahead 

Synakis is currently preparing for its next phase of growth. Plans include moving out of the university incubator, creating new jobs in Toronto, and expanding their product pipeline beyond retinal detachment treatments to include drug delivery solutions for other eye conditions. 

Mickael’s key takeaways from his Synakis journey are relevant for any company planning international expansion: 

1. Strategic IP Protection: Early patent filing in target markets will protect future opportunities. 
2. Staged Market Entry: Starting with familiar markets before expanding globally can help manage resources and risk effectively. 
3. Strategic Partnerships: Recognizing when to partner with established players can accelerate market entry and provide access to crucial resources. 
4. Targeted Investor Outreach: Focusing on investors who understand your industry can lead to more productive relationships. 
5. Cultural Adaptability: Language skills and cultural understanding are invaluable assets in building a global business. 

Going from lab to market can be, as Mickael says it in French, a "casse-tête" (a “head-breaker”), but the right approach, persistence, and strategic thinking can ultimately turn scientific innovation into global market success. Listen to the full episode to hear more about Synakis's journey from university lab to potential global market player, plus more real-world advice for expanding internationally. 

 

Links:

LinkedIn: https://www.linkedin.com/in/mickael-dang/ 

Website: https://www.linkedin.com/company/synakis/ 

https://utest.to/ 

https://termis.org/index.php?q=termis-syis-am 

 

 

Emilio Sacristan is the chief scientific officer of Vacere, a company working to eliminate brain damage and death caused by ischemic stroke and vasospasm. The company's CEREFAST™ medical device proved successful in initial human trials, and the team is now conducting multicenter testing in the US via a National Institutes of Health (NIH) grant. 

CEREFAST™ significantly improves blood flow to the brain at the earliest interventional opportunity by stimulating facial nerves during a two-minute, non-invasive procedure. “Time is brain,” explains Emilio, and in addition to almost immediate treatment for stroke, the product has been shown effective for the treatment of vasospasm (a potential fatal result of post-aneurysm treatment), and migraines. 

Emilio and Wendy connected at the Redefining Early Stage of Investment (RESI) Conference in Boston, hosted by Life Science Nation. (Wendy recently interviewed Dennis Ford, founder and CEO of Life Sciences Nation, which specializes in fundraising for life sciences companies.) 

From “Crazy Idea” to Modern Medical Device 

Emilio is also a Professor of Biomedical Engineering at Universidad Autónoma Metropolitana-Iztapalap (UAM-Iztapalapa) in Mexico City. He holds dual Spanish citizenship and speaks four languages (Spanish, English, French, and German) and holds a Ph.D. in Biomedical Engineering from Worcester Polytechnic Institute (WPI). Yet even with such a storied background, Emilio found himself at first skeptical of the whole concept. When his partner first floated the idea, Emilio said “it’s never gonna work.” 

Stroke is the leading cause of disability and the second leading cause of death worldwide. In the US, at least 800,000 people suffer a stroke each year, resulting in over 140,000 deaths. Worldwide, those numbers reach 15 million and 7 million, respectively. And these numbers ignore the lifelong disabilities affecting the survivors. 

As such, the global implications of CEREFAST™ are profound, representing more than just a medical innovation; it signals a potential paradigm shift in emergency neurological care. In many regions, especially those with limited medical infrastructure, stroke patients often receive minimal treatment at the time of the incident and, as Emilio repeats, “time is brain.” 

Navigating Global Markets with Linguistic and Cultural Expertise 

And just as Emilio and his partner had to jump through interdisciplinary regulatory and engineering hoops to secure approval for human trials, the company’s go-to-market strategy was built upon a deeply nuanced cross-cultural understanding and attention to linguistic details. Emilio’s linguistic arsenal lends him a significant competitive advantage, allowing him to navigate complex international negotiations, build relationships, and understand subtle communication cues. 

Except in China, one of Vacere’s primary target markets, where even English-speaking colleagues can be unreliable in their written translation and spoken interpreting. Emilio admits that he works with a professional language services company for dealings in China, adding that he more than occasionally finds himself translating or reviewing documents in one of his three fluent languages, time that could be better spent on the company’s core competencies. 

“Of course we’re going to do this worldwide," Emilio says, starting with expansion into Europe and the start of a migraine study in Latin America next year. When approaching new markets and potential investors, he adds, follow a deliberate and thoughtful cultural playbook, strategically avoiding potentially divisive topics like politics and history, and instead focusing on universally engaging subjects that foster positive dialogue. "Innovation is a topic that everybody likes," he notes. "Everybody has their own definition, but everybody wants to talk about it." 

The Multilingual Entrepreneur's Toolkit 

For any entrepreneur looking to expand globally, Emilio suggests keeping these skills at the ready: 

• Strong multilingual communication skills 

• Cultural intelligence and adaptability 

• A repository of positive, forward-looking conversation topics 

• Networking 

• An open mind for unconventional, innovative ideas 

• Diverse, international teams 

Listen to the full episode for more practical advice on securing international funding, and the language and cultural requirements for successful global expansion and marketing. 

 

Links: 

LinkedIn: https://www.linkedin.com/in/emiliosacristan/ 

Connect with Wendy - https://www.linkedin.com/in/wendypease/ 

Music: Fiddle-De-Dee by Shane Ivers - https://www.silvermansound.com 

Catalina Vasquez is co-founder and COO of Nanostics Inc., a Canadian biotechnology company that develops and commercializes innovative diagnostic tests. Established in 2017, Nanostics leverages machine learning to generate biomarker-driven improvements to patient care. Its larger aim is to revolutionize personalized medicine through early and accurate disease detection. 

Catalina and Wendy connected at the Redefining Early Stage of Investment (RESI) Conference in Boston, hosted by Life Science Nation. (Wendy recently interviewed Dennis Ford, founder and CEO of Life Sciences Nation, which specializes in fundraising for life sciences companies.)  

At the heart of the company's origin story is Frank Sojonky, a visionary whose late-stage prostate cancer diagnosis proved a pivotal moment of transformation, both personally and professionally. His life’s work became an extraordinary commitment to advancing research to prevent other families from experiencing the same devastating experience. 

Through strategic fundraising and a partnership with the Alberta Cancer Foundation, Sojonky's vision took root. His legacy became the cornerstone of what would evolve into ClarityDX Prostate (known as CDX Prostate in the US), a blood test more precise and reliable alternative than existing methods. 

The Science Behind the Innovation 

At its technological core, Nanostics represents the cutting edge of medical artificial intelligence. The company’s proprietary approach harnesses machine learning to integrate complex clinical data with standard and proprietary biomarkers. The result is a sophisticated algorithm that generates a precise risk score, predicting the presence of clinically significant prostate cancer with unprecedented accuracy. So the advantage of ClarityDx Prostate is that it is a software as a medical device. It's an algorithm. 

What sets Nanostics apart is its ability to differentiate between aggressive prostate cancer and indolent forms of the disease, meaning cases that are asymptomatic or marked by slow progression. By providing a percentage-based risk assessment, the technology empowers both patients and physicians to make more informed decisions about potential biopsies, which come with “significant adverse effects,” even death. “For the family to find out later on that the patient did not have prostate cancer,” Catalina continues, “that's what we want to avoid.” 

Global Validation Through Rigorous International Research 

The company’s strategy included a comprehensive international validation strategy designed to recruit over 3,400 patients across multiple countries, including Canada, the US, and Europe. This ambitious approach involved collaborations with prestigious institutions like UCLA, Johns Hopkins University, University of Calgary, University of Alberta, and Thomayer University in Europe. 

As soon as the company launched its clinical trials, the COVID-19 pandemic happened, temporarily halting patient recruitment at multiple sites.

Catalina and her team were unfazed, however, and she says: 

In reality, after COVID abated it was actually quite easy to recruit for this study because patients really, really wanted to help. So out of a hundred patients, 97-98 of the patients would agree to participate in the study. Because of that, the recruitment was super quick. We were able to recruit 1500 patients in less than a year. 

There is a worldwide need for improved prostate cancer screening. The company’s recruitment strategy originated in English only, but quickly expanded to attract participants from South America and the Middle East, concurrent with a search for more diverse candidates domestically. Marketing in different regions requires a nuanced understanding of cultural differences in healthcare. 

As such, the company doesn't simply deploy a one-size-fits-all solution but carefully adapts its technology and messaging to specific regional contexts: 

• In Colombia, where men often pursue biopsies out of extreme cancer anxiety, Nanostics offers a way to reduce unnecessary medical procedures 

• In the Middle East, where cultural taboos can prevent men from seeking medical examinations, their technology provides a less invasive alternative to traditional screening methods 

• In North American markets, they offer comprehensive models that incorporate multiple standard-of-care diagnostic approaches 

Catalina emphasizes that global expansion isn't just about scientific adaptation but also about communication strategies. Marketing materials are meticulously tailored to local sensitivities. In more conservative regions like the Middle East, messaging becomes more discreet, while markets like Alberta allow for more playful, witty approaches. 

Expanding Global Reach 

Nanostics continues to expand its global footprint, including recent partnerships with: 

• Protean BioDiagnostics for the U.S. market 

• OncoHelix, serving the Middle East and North Africa 

• Prime Diagnostics covering Latin America 

• Laboratory partnerships across multiple Canadian provinces 

Their software-as-a-medical-device model provides remarkable flexibility, allowing integration with existing laboratory infrastructures worldwide, and the potential impact is profound.

Nanostics’s improvement in PSA testing predictive values could prevent up to 47% of unnecessary biopsies. This isn't just a statistical achievement but a deeply human one – reducing patient anxiety, preventing potential medical complications, and ultimately saving lives. 

 

Links: 
LinkedIn: https://www.linkedin.com/in/catalina-vasquez-994371b4/ 

Website: https://www.nanosticsdx.com/ 
 

Connect with Wendy - https://www.linkedin.com/in/wendypease/ 

Music: Fiddle-De-Dee by Shane Ivers - https://www.silvermansound.com 

Akeem Gardner is the CEO of Canadian biotech startup Canurta, a Canadian-based biotech company that specializes in extracting and enriching rare molecules found in nature and developing them into botanical therapeutics to help patients who are suffering from major neurodegenerative and inflammatory diseases. 

More specifically, botanical drugs rely on a variety of technologies to gather and upcycle plant waste, and Canurta has created processes for creating purified standards and molecules that can eventually go to market: 

“But what many people don't know is that the FDA actually gives you a botanical drug development guidance of how you could handcraft or properly formulate molecules from plants to get specific ingredients that target specific mechanisms that can help patients with the neuroprotection that they need to extend their lifespan but also live more healthy lives across a longer lifespan.” 

Akeem and Wendy connected at the Redefining Early Stage of Investment (RESI) Conference in Boston, hosted by Life Science Nation. (Wendy recently interviewed Dennis Ford, founder and CEO of Life Sciences Nation, which specializes in fundraising for life sciences companies.)  

In this episode, Akeem describes how his company leverages global connections and diverse perspectives to drive growth and innovation, especially for its most advanced program, dedicated to the treatment of ALS, or Lou Gehrig's disease. 

Building International Partnerships 

Akeem has made it a priority to cultivate international partnerships, recognizing the need for a global patient pool. To facilitate these global connections, he tapped into resources available to Canadian companies: federal and provincial governments subsidize attendance at industry events and make introductions to key organizations. "They create spaces for Canadian companies, so that I just have to get on a flight, get to where the opportunity is, or the event is, and then they help us with matchmaking and making introductions to the organizations that we need to meet," he explains. 

Akeem's own diverse background also contributes to his global mindset. Having studied law in the UK before founding Canurta, he is comfortable navigating different cultures and languages, “always so excited about how people are living in different places in the world," he adds. 

Leveraging Language and Culture 

Akeem encourages his team to embrace existing technologies to mitigate the barriers that language and culture sometimes creates. He lauds the practical uses of generative AI and Google Translate, but only for translating signs or navigating public transportation in foreign countries. Clinical trials, regulatory documents, and sensitive information require professional translation, however, and Akeem relies on his experienced team for translation management so that he can focus on building relationships with key opinion leaders and patients. 

He has learned along the way that fostering that focus in other areas of the company is also important. For example, managing cash flow rather than chasing every opportunity that presents itself is key to long-term success, especially during difficult economic times when capital is scarce. 

Another lesson Akeem has learned is to trust his own instincts and his team’s capabilities, rather than relying solely on advice from outside experts. "Everyone has an opinion, but they're not always experts in the day-to-day of what you're doing," he said. Staying grounded in the realities will help you navigate the complexities of biotech development with confidence. 

The Power of Diverse Perspectives 

His background as a non-traditional biotech founder has also taught him the value of embracing diverse perspectives. With a background in law and agriculture, he initially grappled with imposter syndrome, feeling that he lacked the scientific credentials of his peers. 

Since, however, he has come to see his unique perspective as a strength: "I used to have a lot of imposter syndrome because I'm not a scientist by nature. Or by formal training, I'm a learning scientist now because I'm doing it on the day-to-day," he says. This “outsider” viewpoint also means he can ask fresh questions and challenge assumptions, ultimately driving innovation within his company. 

In fact, companies with diverse teams have been shown to increase a company’s revenue, drive growth, and heighten retention. Novel problem-solving and varied perspectives contribute to open lines of communication and a healthy working environment. 

Looking Ahead: Expanding Globally, Staying Focused 

Canurta is in the process of recruiting patients for its registration trials in Australia, Europe, Canada, and the US. By embracing internationalization, biotech companies are leaders in bringing life-changing and life-saving products to the world as it truly looks today, one consisting of vastly differing backgrounds and expectations yet united in the quest for better, more healthful living. 

In an increasingly interconnected world, the ability to navigate language and cultural barriers, build strategic partnerships, and challenge industry conventions will be key differentiators for biotechnology startups committed to making a lasting impact. Canurta is leading the way, alongside the rest of the Canadian biotech community, and their journey is inspiring. 

 

Links: 

Website: https://www.canurta.com/ 

LinkedIn: https://www.linkedin.com/in/akeemgardner/

 

Connect with Wendy - https://www.linkedin.com/in/wendypease/ 

Music: Fiddle-De-Dee by Shane Ivers - https://www.silvermansound.com 

In this episode, we hear from Tom Gallagher, CEO of Diversified Automation and a former Penn State classmate. Who'd have thought we'd reconnect all these years later via a podcast? Listen for Tom's real-world insights and career advice shaped by his global business experience. 

Tom recently stepped into the role of CEO at Diversified Automation following its acquisition by Leadec, a German powerhouse in the automotive and manufacturing sectors. Their newfound, shared vision leverages Leadec’s international scale to develop opportunities for innovative and advanced automation in manufacturing and package handling. The companies have worked with Mercedes-Benz, Ford, Chevy, Amazon, DHL, FedEx, UPS, and more. 

Tom regrets not having learned German, though he couldn’t have predicted the country’s influence on his career at the outset. He explains how government-mandated work safety and life balance requirements mean German citizens can only work so many hours a day. During one visit, he and his associates were not allowed back in the building after an evening meal! 

His global experience yielded other surprising customs: 

• When traveling for business internationally, your hosts may expect you to dine and socialize outside the office.   

• In Germany, people like to walk for fresh air and exercise before and after dinner. His colleagues often pick a restaurant 15 to 20 minutes away to enjoy the time together. 

• Breakfasts can vary widely worldwide! Some European breakfasts feature an array of meats and cheeses, completely unlike typical American fare. Singapore's charming "Toast" shops offer avocado toast and matcha tea, showcasing the city-state's unique blend of Eastern and Western influences. 

Like many in global business, Tom grappled with common concerns: How do you pick the right partners in unfamiliar territories? How can you anticipate trade limitations varying wildly from country to country? He recounts instances where equipment from China was barred entry into Korea and Vietnam, causing unexpected delays. In every case, a good and knowledgeable partner will help to avoid these issues. 

Similarly, Tom's experiences underscore the value of expertise in translation, interpreting, and communication across language barriers. He found bilingual professionals with relevant industry knowledge invaluable for technical discussions and high-stakes negotiations. Their nuanced understanding of language and subject matter far outperformed general translators or AI solutions, especially in technically complex fields. 

His final, best advice: 

“If you have the opportunity to do international work, do not hesitate to say ‘YES!’” You will learn so much through travel, the interactions with local people, the experience of seeing how people live, and exposure to different cultures. Don’t worry about failing,” he adds. “You may. That’s OK. You will learn from it.” 

Links:  

Website: https://diversified-automation.com/ 

https://usa.leadec-services.com/ 

LinkedIn: https://www.linkedin.com/in/tom-gallagher-5b52934/ 

 

Connect with Wendy - https://www.linkedin.com/in/wendypease/ 

Music: Fiddle-De-Dee by Shane Ivers - https://www.silvermansound.com 

Dennis Ford is founder and CEO of Life Science Nation, a sourcing platform for market intelligence and prospect pipeline development for life sciences companies.  

An expert in the art of international fundraising, he is also the author of The Life Science Executive’s Fundraising Manifesto. In this episode, Dennis shares real-world insight into how fundraising in life sciences has evolved, and why you’ve got to “go global” to succeed in today’s competitive marketplace. 

The Four Pillars of Life Science 

Put simply, the life sciences industry can be broken down into the “four Ds”: Drugs, Devices, Diagnostics, and Digital Health. Each category has its own timeline and development path – from the lengthy 15-20 year process for drugs to the relatively quick development cycle for digital health solutions. Typically, startup companies need to target 600 to 800 potential investors to run an effective 9-18 month fundraising campaign. This number isn’t arbitrary – Dennis has seen even established health tech funds vetting 800 companies just to make three investments in a year. 

Similarly, the global life sciences market can be divided into three main regions: 

• Asia Pacific (including China, Japan, Taiwan, Korea, Singapore, and Australia) 

• Europe and the UK 

• North America (U.S. and Canada) 

While there is activity in other regions like Africa and South America, these three markets represent the primary playing field for life sciences innovation and investment. 

This new reality means going global isn’t an option, it’s a necessity. Dennis explains: “There just aren’t enough investors in a particular region to allow them to play that numbers game.” Even in rich ecosystems like Boston/Cambridge or Silicon Valley, staying local severely limits opportunities. 

 

The Language Myth 

One common concern about going global is the language barrier. Dennis easily counters that notion as an obstacle, explaining that English typically serves as the universal language in the field, particularly among academic and research institutions. Investors, licensing partners, and other stakeholders are often comfortable communicating in English, “and I have not seen in my conferences or any of my trips that me not speaking the native language is a deal killer,” he adds. 

Interestingly, while language should never stop you from expanding globally, Dennis discovered an unexpected cultural challenge: the persistence required in following up with potential investors. Entrepreneurs from certain cultures are hesitant to make multiple attempts to reconnect, viewing it as inappropriate or “spammy.” Dennis emphasized that success often comes after numerous attempts – sometimes even on the twentieth contact. 

He describes in detail how syndicated investments typically work, with a lead investor taking primary responsibility for oversight and management of the company through regular meetings and milestones. Even with a diverse group of investors from different countries (e.g., Chinese, European, and American investors), the lead investor – often chosen based on geography or similar criteria – handles the day-to-day management while other investors participate at key milestones and funding calls. To facilitate these international connections, Life Science Nation holds RESI (Redefining Early Stage Investment) conferences every few months, providing regular engagement beyond one’s local region. 

Once a company secures international funding, Dennis advises companies to source investors from different regions because they have “footprints” in a particular region; more than just capital, diversity provides valuable regional expertise, connections to distributors, and insights into local markets when it’s time to commercialize. 

 

True Stories Translate 

Ultimately, what matters most to investors? While scientific validity is crucial, Dennis explains, investors are equally – if not more – interested in the human story behind the science. He shares a powerful story of an experienced pharma executive who was initially reluctant to share the story of how her son’s illness inspired her work. Once she finally embraced the storytelling, she went on to win Australia’s top entrepreneurial pitch competition. 

Key Takeaways for Global Success: 

1. Start with a comprehensive target list of 600-800 potential investors 
2. Implement a proper CRM system to manage relationships 
3. Develop a compelling narrative that can be told in various time frames (5 seconds to 3 hours) 
4. Don’t limit your reach to the local region or even your home country 
5. Prepare for a 9-18 month fundraising journey 
6. Be persistent in follow-ups, regardless of cultural norms 
7. Balance technical expertise with personal storytelling 

 

The Global Life Sciences Opportunity 

The life sciences industry has entered a golden age, with innovations emerging from research institutions worldwide. The global distribution of talent and innovation means that neither the best technologies nor the best funding opportunities are confined to any single region. 

For entrepreneurs in the life sciences space, the message is clear: thinking globally isn’t just about expanding your market – it’s about survival. Whether you’re developing a groundbreaking drug in Boston, a medical device in Minneapolis, or a diagnostic tool in Singapore, your fundraising strategy needs to be global from day one. 

Check out the links below to learn more about global fundraising in life sciences and his book, The Life Science Executive’s Fundraising Manifesto. 
 

Links

Email: dford@lifesciencenation.com 

Book: https://www.amazon.com/Life-Science-Executives-Fundraising-Manifesto/dp/0990325105 

Website: www.lifesciencenation.com

RESI Conference: https://resiconference.com/ 

LinkedIn: https://www.linkedin.com/company/2775813

 

Connect with Wendy - https://www.linkedin.com/in/wendypease/ 

Music: Fiddle-De-Dee by Shane Ivers - https://www.silvermansound.com 

Robert (“Bob”) Sinner is President of SB&B Foods, the largest grower of “identity preserved (IP), non-GMO food-grade” soybeans in North Dakota. In this episode, Bob tells us how his family’s 5th generation farm identified a need for soybeans in Asia and how he pursued and won that business. 

Bob’s father George served as governor of North Dakota from 1985 to 1992. During his tenure, George Sinner resolutely tried to attract Japanese investment into the state, which inspired Bob to help US companies export into Japan to develop relationships and accelerate the creation of new opportunities. 

To start, Bob embarked upon a trade mission to Japan, alongside a hired interpreter. Once there, he found mature markets looking for a consistent and reliable supply of soy beans, the agricultural product needed to produce uniform product like tofu and soy milk. 

At Rapport International, we encourage our clients to employ interpreters as “cultural conduits” – native-speaking interpreters are valuable sources of in-country information. In that vein, upon his return, Bob enlisted the help of North Dakota State University professor Dr. Sam Chang, originally from Taiwan, who had previous experience working with soybeans. 

Together with a visiting Taiwanese trade team, the group conducted sensory testing, a scientific method for evaluating a food's characteristics – taste, texture, odor, and appearance, for example – to determine which product was of the highest quality. After their visit, the Taiwanese group donated the sensory testing equipment to the N. Dakota State University, which is still in use today! 

SB&B is now operating in 16 countries, most of them within Asia because of the high per capita consumption of soybeans. Its customers manufacture over 25 different foods – including the Japanese “natto,” a healthy, fermented food that helps with heart and brain functioning. 

Bob says their success is due simply to always paying attention to what the customers want and catering to those wants. The best marketing, he adds, is accomplished by: 

• Being yourself 

• Staying honest 

• Treating people like you want to be treated 

• Knowing your products 

• Understanding local culture 

• Building trusted relationships 

His biggest, ongoing challenge involves shipping containers. Most containers coming into the US are 40 feet long and carry bulky yet lightweight consumer products into metropolitan areas. 

Shipping heavy agricultural products from a rural area to Asia, where they prefer smaller containers, presents a twofold problem. First, containers are parked in US metro areas and require transport to rural areas. Second, the smaller containers Asian buyers want are closer to 20 feet long, half the size of standard containers, because they unload within smaller and tighter spaces. Bob continues to work with US and foreign officials to find solutions. 

His best advice to new exporters: 

1. Understand the market 
2. Operate under a set of core values that include integrity, honesty, fairness, and trust 
3. Be patient yet persistent in building trust 
4. Keep educating yourself 
5. Reap the rewards! 

Listen to the full episode to learn more. 

 

Links

Email: Rsinner@SB-B.com 

Website: https://sb-b.com/  

LinkedIn: www.linkedin.com/in/bob-sinner-a058322a  

 

Connect with Wendy - https://www.linkedin.com/in/wendypease/ 

Music: Fiddle-De-Dee by Shane Ivers - https://www.silvermansound.com 

Andrew Jason is Director of Ecosystems at Grand Farm in Fargo, North Dakota, which describes itself as “a collaborative network of growers, corporations, startups, educators, researchers, government, and investors working together to solve problems in agriculture through AgTech and innovation.” Gone are the days when farming was synonymous with the image of a forlorn couple, pitchfork in hand, à la Grant Wood's American Gothic.

In this episode, Jason explains how AI and innovation has inundated the farming industry as much as it has every other, spurring advancements in international agriculture, especially when it comes to sustainability, data collection, and the use of drones and robotics to increase efficiency and production. 

Farming is also near and dear to the host, Wendy Pease, whose father was a professor of international agriculture at Penn State in the 1970s. Then, “high tech” meant setting up a computer to monitor her father’s potato research storage facility at Black Moshannon State Park in Pennsylvania. If the temperature dropped, for example, the computer called him at home to alert him. Late one night, Wendy sleepily received a phone call from an old-fashioned computer voice saying: “There is a power outage at the Potato Storage area,” which she found amazing! 

Grand Farm sees vast potential in connecting global communities to share ideas and technologies, with the aim of advancing agriculture production. Of late, Andrew has seen a lot of development in AgTech out of Brazil, Ukraine, Europe, Australia, and Japan. In fact, Grand Farm recently announced a partnership with Fukaya City, Japan, whose Deep Valley Initiative is an AgTech thought leader. The collaboration marks a major step toward an international approach to innovation in agriculture.  

Every partnership comes with its challenges, and Andrew shares the ones he’s discovered that are particular to international connections: 

1. Cultural balancing act: Integrating local cultural needs with Grand Farm's global vision proved tricky. It's a common tension in multinational ventures, yet it can be managed by enabling cross-functional teams to work together. 
2. Navigating time zones: Communication across time differences requires flexibility. Andrew often connects with Japanese partners around 10 p.m. Fargo time, after his kids are in bed. While they've explored asynchronous options like video messages and chat, sometimes a real-time conversation is necessary. 
3. Patience in partnership building: The Japanese collaboration took years to finalize. While there's often pressure for quick results in the US, many cultures prioritize building relationships and trust over time. 
4. Bridging language gaps: In-country contacts helped set up interpreters to facilitate communication. Andrew notes the importance of employing professional interpreters and translators, especially in Japan and other Asian countries. 
5. Finding support: It can be hard to know where to start. The North Dakota Trade Office provided invaluable advice and international introductions. Andrew recommends tapping into your local trade experts for guidance and other free resources. 

Learn more about Grand Farm and their initiatives by listening to the full episode. And click here to donate to this worthy organization. 

 

Links: 

https://grandfarm.com/calendar/ 

Website: https://grandfarm.com/ 

LinkedIn: https://www.linkedin.com/company/grand-farm/ 

 

Connect with Wendy - https://www.linkedin.com/in/wendypease/ 

Connect with Jason - https://www.linkedin.com/in/andrew-jason-09755161/ 

Music: Fiddle-De-Dee by Shane Ivers - https://www.silvermansound.com 

Navigating cultural differences while building a company culture or consistent brand voice can be challenging, but it is not insurmountable, says Carole Copeland Thomas, a recent podcast guest on The Global Marketing Show (episode 131), especially with support from knowledgeable experts and a willingness to learn. 

Carole is founder of C. Thomas & Associates, a full-service speaking, training, & consulting firm specializing in multiculturalism, diversity, and women’s issues (http://www.tellcarole.com/). In this episode, she outlines how culture – and cultural differences – affect relationships, and she provides real-world advice on successfully navigating and incorporating those differences into local and larger communities. 

Carole has found that the definition of “culture” can be nebulous; when asked, we all instantly know what it means, but it’s hard to define. By her description, the concept encompasses the social norms, behaviors, knowledge, arts, beliefs, customs, and habits of a group of people. As an expert in diversity, equity, and inclusion (DEI) for over 40 years, she likes to explain it using the “Iceberg Model of Culture” developed by Edward T. Hall in 1976.  

The top of the cultural iceberg stays visible to everyone. It contains the community’s fine arts, literature, music, food, games, and dress. People outside the culture see these superficial elements. 

The bottom of the iceberg, the biggest part of any culture, hides beneath the surface and influences less quantifiable aspects like: 

• Eye Contact: In the US, children learn the importance of direct eye contact whereas in Japan, children are taught the opposite, that direct eye contact is considered rude, aggressive, and disrespectful.  

• Time: Some cultures are strict about time and others allow for more flexibility. In Germany and Denmark, for example, meetings start at the appointed time, yet in Japan and China, it’s customary to arrive 15 to 30 minutes early. In Latin American and Latin European countries, flexibility is more common. 

• Personal Space: People have varying levels of comfort with touching, standing close together, and holding hands with friends. In North America people typically hold each other at “arm’s length,” while Europeans tend toward “wrist length” and those in the Middle East prefer “elbow length.” 

• Gestures: In India, people will shake or “bobble” their head to mean “I hear you” or “I don’t know,” or to say “yes” or “no.” The closest conversational response in the US would be simply “hmmm.”  

The examples above illustrate only a small number of all the cultural components that might affect company culture and co-worker relationships. Other areas of potential contention commonly include: 

• Approaches to problem solving 

• Notions of leadership 

• Tempo of work 

• Patterns of group decision-making 

• Status mobility 

• Ideas about logic and validity 

• Conversational patterns 

Typically, people understand their own cultural norms yet underestimate how much cultural differences can affect relationships. Listen to the full episode for additional details on these real-world culture-clash situations Carole has managed. 

In one instance, a client company’s employee hailed from an island in the Caribbean where non-intimate physical contact was acceptable in the workplace, among all genders. Issues arose when others misconstrued the behavior as inappropriate. By helping the team understand the employee’s cultural context and setting clear expectations, Carole was able to restore respectful, solid working relationships and a unified company culture. 

In another instance, a young manager was hired to lead a team of about 25 people, including a dozen employees older than the new hire. Unbeknownst to the new manager, the older Black members of the team expected the manager to address them as “Mr.” or “Ms.” to show respect for the age difference. Resentment within the team grew, until Carole and the manager uncovered the issue and found appropriate ways for the manager to address the workers. As Carole puts it: in some cultures, age commands respect and in others, it’s about one’s status or position. Navigating through this can be difficult. 

And even with her expertise in cultural issues, Carole has encountered cultural challenges in her personal life. When she became a grandmother, she wanted a special name instead of being called "grandma" like her mother. Since she frequently travels to Kenya, Carole decided she liked “nyanya,” Swahili for “grandma.” Only after years of her granddaughters calling her nyanya did she learn that the familiar name for grandma in Swahili is actually “bibi.” Throughout, her granddaughters were actually using the formal term for "grandmother,” which is also Swahili for "tomato"! 

Solutions 

In every cross-cultural situation, Carole first aims to build rapport and alignment. She assesses the manager’s awareness and willingness to improve relationships and if she can work with the individual, she collaborates with them to enhance the team, starting with fundamentals such as: 

1. Developing rapport individually with each team member. That doesn’t mean “getting into that person’s business”; she simply finds it beneficial to get to know each person on an individual and professional basis. Carole recommends scheduling time with people for coffee, lunch, or a conversation, with no set agenda. Even if there are 40 people on the team, it is always worth the time to meet with each person. 
2. Reflecting upon the strengths and weaknesses of the team to understand what people contribute. Consider creating a SWOT analysis of personalities to get a bigger picture of the group’s dynamics. 
3. Communicating the vision that rallies the team to work together toward shared goals. A shared vision unites people as they focus on achievements together, depend on each other for diverse contributions, and celebrate as they reach milestones. 

Ultimately, Carole’s best advice for working cross-culturally starts with you: 

1. Learn about your own culture. Raise your awareness about your native culture. We aren’t often aware of the way we do things naturally, without thinking, and how those instincts impact the ways in which we approach every situation. Culture is most invisible to its own participants – just consider any stand-up comedian’s material about “Americans”! 
2. Keep trying. Network with others to keep learning. Contact colleagues, ask for introductions at local embassies, companies, or associations to get tips about cultural differences and how to navigate them. Interpreters are a great resource for facilitating conversations and often serve as a cultural conduit to assist with communication beyond words, in real-time. 
3. Ask for forgiveness! Reach out, engage, and try, try again. People readily forgive mistakes made by anyone who is friendly and curious. 

Carole’s experiences are real-world proof that these strategies work to bridge cultural divides and build thriving, cohesive teams and communities. Listen to the full episode for even more excellent advice! 

 

Links: 

Website: www.CaroleCopelandThomas.com  

LinkedIn: https://www.linkedin.com/in/carolecopelandthomas/ 

Iceberg Model of Culture: https://bccie.bc.ca/wp-content/uploads/2020/09/cultural-iceberg.pdf  

 

Connect with Wendy - https://www.linkedin.com/in/wendypease/ 

Music: Fiddle-De-Dee by Shane Ivers - https://www.silvermansound.com 

Issa Kildani is the founder of Ambrosia Ventures, a life sciences consultancy that provides strategic, regulatory, and quality compliance solutions. He’s consulted with pharma giants, yet over the last 10 years has used his experience to guide startups and small companies toward global market entry​​ with his project management, quality assurance, and regulatory affairs expertise. 

In this episode, Issa describes taking M Biologics, a pharma company with a manuka honey-based pet pain reliever, into Canada and Brazil. He advises early-stage companies to evaluate global markets and competitors to determine a way to stand out from competitors. Because Michigan is geographically close to Canada, for example, expansion into Brazil instead might be a better strategy. And always validate the market research, even if it’s your own. 

Interestingly, studies show that CEOs that speak other languages or come from other countries are more likely to export. And M Biologics is a case in point – its CEO, born and raised in Egypt, was Issa’s college classmate! 

 

Building blocks for quality and regulatory requirements 

For early startups every endeavor must be cost-effective, so Issa has created a regulatory strategy with built-in cost savings. His approach is to streamline and standardize international regulations to reduce redundancies: “instead of doing several independent audits we clump them together methodically,” he says, which in the end saves cost while acquiring customer brand trust, limiting liability, and standing out from the competition. 

Issa describes the European Medicines Agency (EMA) as the “international gold standard” for regulatory framework; their requirements are the most stringent and control quality, safety, and efficacy of a device throughout the product lifecycle. 

“How I like to approach this, aside from the market credibility of getting the ISO 13485 certificate,” says Issa, “is to take advantage of expanding past that by aligning it with other international standards.” Depending on a company’s maturity, Issa will determine whether to take a risk management approach using ISO 14971, adopt a more stringent European MDR/IVDR strategy, or incorporate WHO requirements for less regulated markets. 

Issa adds that pinpointing initial markets provides a roadmap for meeting regulatory requirements, which leads to a more comprehensive audit. The process ultimately positions the brand as a serious player in the industry while “enhancing credibility and attractiveness to eventual strategic partners and global distributors.” 

It’s a key differentiator, according to Issa, unlike the common pitfall of starting with less-regulated markets, which “doesn’t help in terms of establishing consumer trust, or even brand reputation.” 

Similarly, approach global marketing from a position of solid regulatory compliance to “signal a commitment to quality and safety.” Messaging should emphasize: 

• Rigorous compliance. A track record of successful compliance boosts a company’s reputation. 

• Consistent interaction with regulatory bodies. Open lines of communication fosters trust with consumers, creating loyalty. 

The goal is to create messaging with a global eye view, which then makes adherence to ISO standards for translation that much easier. 

“Translation is its own beast,” Issa says. He relies on study groups that mirror target populations to ensure that messaging is “global friendly” – messaging used in the US should resonate in Brazil and the EU, for example. Generative AI can be helpful for gist translations, Issa says, but “there are certain words that aren’t easily translatable, and AI won’t register that.” So always consult with an expert to ensure accuracy. 

Issa speaks four languages! His favorite word, among the lexicons of English, Spanish, Arabic, and Jamaican Patois is “na’eeman,” an expression generally used to denote cleanliness – “I just had a shower, na’eeman” or “I just got a haircut, na’eeman” – but can also stand in for other, unrelated situations, like “I’m late for a meeting, na’eeman.” 

“There isn’t a real definition or description, that’s why I love it so much,” he says, “you can just use it and input it in so many different instances, for ‘that sounds right’ or ‘that makes sense’.” Call it the “lah” of Singapore or the Hawaiian “da kine” – IFKYK! 

 

Links:  

Website: www.ambrosiaventures.co 

LinkedIn: https://www.linkedin.com/in/ikildani/ 

 

Connect with Wendy - https://www.linkedin.com/in/wendypease/ 

Music: Fiddle-De-Dee by Shane Ivers - https://www.silvermansound.com