Rasha Oudeh Interview on International Expansion and Responsible Leadership
Rasha Oudeh is a Swiss-based entrepreneur originally from Jordan and the founder of Global Match AG. Drawing on her experience building and exiting businesses, she discusses how companies can assess new markets, choose partners, and turn international ambitions into sustainable growth. In this interview, she shares practical lessons from working across Europe, the Middle East, and Africa.
Rasha Oudeh, Entrepreneur & International Expansion Expert
When a company tells you it wants to expand internationally, what do you look at first?
My first question is always, “Why?” I want to understand the company’s vision, what it expects expansion to achieve, and why it believes a particular country is the right choice.
This applies in both directions. Some Middle Eastern companies are attracted to Switzerland because of its reputation and perceived tax advantages. I ask whether it is the right location for their actual operations. Depending on the business model, the Netherlands might be more suitable for certain activities, while Switzerland could serve a different purpose. The choice needs to follow the business’s operational needs.
Then I examine product fit, demand, pricing, and competition, validating my thinking with local contacts. For example, when considering Egypt, I pay particular attention to whether the company can compete on price while maintaining a viable margin.
Ultimately, I want to know whether expansion is feasible with the resources available. An enormous marketing budget can open many doors, but most companies need to choose carefully. A country’s reputation alone is never enough reason to enter it.
What separates a market that looks attractive on paper from one a company can realistically enter?
As I mentioned, I start with the client’s vision and what it is prepared to commit. A large market can be attractive without being easy to enter.
Some companies want to build an e-commerce business in the United States or Germany because of their scale. I encourage them to look closely at what competing would require. These are sophisticated markets, and entry can demand substantial marketing investment, strong execution, and the right partners. Being able to list a product online does not mean customers will discover it or buy it profitably.
Nigeria raises a different set of questions. Before recommending entry, I want to understand how the company will receive payment, whether customers can access the required foreign currency, and what could delay transfers abroad.
These examples illustrate why I look beyond market size. A realistic opportunity requires suitable customers, capable partners, and a workable route to profitable sales and payment. I want those practical foundations established before the company commits significant resources.
How has building and exiting your own companies changed the way you advise others on expansion?
Building and selling a business that reached CHF 18 million in revenue taught me to pay close attention to how ownership and partnerships are structured. One of my strongest lessons was the importance of a robust shareholder agreement.
When people are excited about building a company or entering a new market, they naturally focus on the opportunity. Difficult questions about control, responsibilities, disagreements, and eventual exits can feel uncomfortable or premature. My experience taught me to address them early.
That lesson influences how I advise others today. Alongside the commercial opportunity, I want founders and partners to think carefully about how their relationship will work as the business develops.
A shareholder agreement deserves serious attention from the beginning. Clear expectations give everyone a stronger foundation for working together and help protect the value they are investing so much effort in creating.
Where do European companies most often misread business culture in the Middle East and Africa?
I would describe it as misunderstanding differences in administration, communication, and buying expectations. I learned business in Germany and built companies in Switzerland, where precision carries enormous importance. Those experiences shape how we expect business to work.
But each market has its own commercial history. In Iraq, for example, I would caution companies against assuming that oil wealth automatically creates demand at premium prices. In my experience, many buyers are price sensitive and accustomed to competitively priced imports, including products from China. European suppliers need to understand those expectations and explain why their offer justifies its price.
The same attention is needed when interpreting local communication and decision-making. Practices vary between countries and organisations, and familiar European processes cannot simply be assumed.
An experienced adviser can help companies understand these differences and avoid losing time. I value advisers who provide practical support, clear objectives, and demonstrable progress. Their contribution should help the company build its business and make better decisions.
What should boards challenge before approving a major international expansion?
Boards should challenge whether there is a credible market entry strategy, whether the product fits the country, and whether the company has the financial resources to execute its plan.
Saudi Arabia illustrates this well. I see it as one of the region’s most important opportunities, but I would ask a company whether it has the budget and patience to compete effectively. Depending on the sector and entry model, establishing a presence, developing relationships, and building market visibility can require substantial investment. The attractiveness of the opportunity should not distract the board from those commitments.
Boards should also question the proposed route into the market. Sometimes acquiring a small local company or combining operations with an existing business offers a stronger starting point than building everything from scratch.
Before approving expansion, I want the board to understand how the company will win customers, what that will cost, and how it will support the business if progress takes longer than expected.
What tells you a distributor is the right partner rather than simply the first available one?
I normally compare around five potential distributors or partners. I question what I hear, collect as much information as possible, and conduct thorough due diligence. I have learned from my own mistakes that enthusiasm at the beginning needs to be supported by evidence.
A suitable distributor should share certain principles and a compatible vision for the business. I also look for financial strength, marketing capability, relevant connections, and the capacity to invest in developing the market.
Personal responsibility matters enormously to me. Exporting can bring unexpected problems, and I want to know how a partner behaves when something goes wrong. Will they communicate openly, take ownership of their part, and work with us towards a solution?
The right distributor combines commercial capability with a responsible attitude. I want confidence that we can build the business together and handle difficulties with the same level of commitment.
How should a company adapt headquarters’ expectations when local decision-making moves differently?
Through regular explanation and involvement. I believe headquarters should remain close enough to the process to understand what is happening locally and why certain decisions take longer or move differently than expected.
My approach is to involve them every two weeks. Those discussions should explain progress, obstacles, and the next steps clearly. Regular communication gives management a more realistic understanding of the market and allows concerns to be addressed before frustration builds.
I am also careful about the numbers. Exaggerating potential sales or returns may create excitement initially, but it sets expectations that become difficult to manage later. Projections should reflect what we can reasonably support with the information available.
Adapting expectations requires honesty from the beginning. When headquarters understands the reasons behind local developments and receives consistent updates, it can make better decisions about timing, resources, and the support the team needs.
What has leadership taught you about the price of carrying responsibility?
Leadership has taught me that responsibility carries a personal cost: you have to remain involved when situations become difficult. It is easy to be available when business is going well. Accountability becomes much more meaningful when there is a problem to resolve.
I believe taking responsibility earns respect and helps people feel secure doing business with you. When customers and partners know that you will acknowledge an issue and work through it, trust grows.
This is something I have particularly valued in my experience with German manufacturers. When export problems arise, I appreciate partners who stand beside us and take responsibility for their part in finding a solution.
That is also the standard I want to bring to my own leadership. People need to know that my commitment continues beyond the agreement or the sale. Being dependable requires effort, but it is central to lasting business relationships.
What is one principle you would want leaders to remember before entering a new market?
Focus. I would encourage leaders to begin with two or three carefully selected markets and give them the attention needed to succeed. Market selection should reflect both the potential return and the effort required to establish the business.
The United Arab Emirates is a useful example. Its international profile can make it an obvious first choice, but I would never assume that visibility and accessibility make success easy. In my experience, companies face strong competition and a diverse customer base with different tastes and expectations. They need a clear understanding of their target customer and a convincing reason for that customer to choose them.
I also question whether a very small market offers enough potential to justify the time invested. Establishing distribution and supporting sales can require considerable effort regardless of market size.
My principle is to concentrate resources where product fit, commercial potential, and access to customers come together. Choose a few markets carefully, then commit to developing them properly.
For more insights, visit Rasha Oudeh’s website or explore international expansion support at Global Match AG.
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