When 36Kr first published an article about the lives of overseas country managers, few expected it to ignite such widespread discussion among professionals involved in global expansion.
The article may have resonated because it delved into more than just the operational challenges of the role. It tackled deeper issues, such as the misalignment of values, responsibilities, and incentives between individuals and corporations—complexities that are often hard to reconcile for those navigating international careers. Beyond this, it captured the pervasive uncertainty these managers experience as they balance high-stakes decision-making with the unpredictability of foreign markets.
In the comments, country managers from around the world wryly described themselves as “trailblazing pioneers” or “rescuers of the doomed.” One former manager based in Europe said, “After breaking new ground, companies often discard the bow once the bird is gone. If you’re truly capable, you’ll end up setting up shop independently within three years.”
For Chinese companies venturing abroad, country managers often act as both sentinels and scouts. Many bring extensive experience from top-tier companies and Fortune 500 firms, having worked across continents in a variety of roles. They are expected to be jacks-of-all-trades and frontline innovators, bridging cultural and operational gaps in new markets.
Recently, 36Kr interviewed several overseas managers, spotlighting five unique stories. These professionals operate in some of the most dynamic regions—ranging from the Middle East and Europe to North America and Latin America—and work across industries like manufacturing, IT, consumer electronics, and cross-cultural consulting.
Their experiences offer a nuanced look into the day-to-day realities of global professionals, shedding light on the opportunities and challenges inherent in this career path. These stories underscore the complexities of navigating uncharted territories, the sacrifices involved, and the resilience required to thrive in such demanding roles.
The following transcripts have been edited and consolidated for brevity and clarity.
Talent gaps versus corporate expansion
This transcript shares the perspective of Yafei (pseudonym), who brings two decades of experience in international roles.
My overseas journey began in 2001 as a young student pursuing dreams in mathematics and economic engineering in Germany. I still recall early spring mornings filled with the aroma of fresh coffee—a vivid memory from my time abroad.
After graduating, I joined Schaeffler Group, where I spent 13 years. As one of the first management trainees at Schaeffler China, I participated in the company’s ‘2+2+2’ global leadership development program. This invaluable experience provided a foundation for navigating the complexities of international management and finding balance in culturally and professionally diverse settings.
In 2017, I transitioned from the corporate world to entrepreneurship, helping Chinese companies establish operations in Germany. It didn’t take long for the challenges of globalization—language barriers, regulatory hurdles, and cultural conflicts—to come to the fore.
One memorable incident involved registering a manufacturing company in Germany. Near the project’s conclusion, we discovered that the client was unaware of Germany’s strict labor laws, which almost led to substantial penalties. To resolve the issue, I quickly assembled a cross-cultural team to translate regulations and consult legal experts, providing training that removed roadblocks. This experience underscored that successful globalization requires not only strategic planning but also deep market insights.
In 2021, I joined Lead Intelligent as head of overseas operations. At that time, the company’s international business was limited to Sweden, and compliance and management issues had arisen in other regions. My role was to tackle these challenges and localize operations effectively.
Chinese companies venturing abroad face numerous obstacles, including short-term strategies, cultural misunderstandings, and difficulties in recruitment and network-building. Addressing these challenges demands significant investments in time and resources.
The key to overcoming these hurdles lies in finding the right navigators—managers with strategic vision, industry expertise, and exceptional communication skills. However, cultivating such leaders requires over a decade of global experience, which often cannot keep pace with the rapid overseas expansion of Chinese companies.
On the corporate side, a common misstep is the search for cost-effective, “plug-and-play” managers without a full appreciation of the role’s complexities. Conversely, managers often seek greater decision-making authority and clearer incentives. This misalignment can create friction in collaborations.
Despite these challenges, positive changes are emerging. Companies are increasingly recognizing that global expansion is a nuanced process and that experienced managers can save time and resources. For instance, the salaries of European sales directors have risen from EUR 100,000 (USD 103,550) five years ago to EUR 150,000 (USD 155,325) today, with additional performance bonuses becoming common.
Now, I operate a consultancy providing end-to-end services for Chinese companies venturing abroad. Each company embarking on international expansion resembles an explorer setting out into uncharted waters. They need more than just maps; they need seasoned guides to navigate the complexities of the journey.
Cross-cultural leadership: A vital skill for overseas managers
This transcript shares the journey of Steven (pseudonym), whose career transitioned from overseas business practitioner to cross-cultural researcher.
In 2017, a twist of fate led me to join Oppo’s Middle East and Africa team, where I managed brand marketing in Morocco. Over five years as Oppo’s CMO in Morocco, I witnessed the highs and lows of China’s smartphone industry abroad.
In June 2022, I decided to shift gears, leaving the corporate world to pursue advanced studies in the UK. This transition was driven by years of contemplation, combining my overseas work experience and research interests. I chose to focus on cross-cultural leadership, particularly how Chinese companies manage cross-cultural challenges and strategies when operating abroad.
Why this focus? Through observation, I noticed that managers who manage to secure top leadership positions overseas often share common traits, particularly in cross-cultural competence.
Overseas country managers with strong cross-cultural leadership skills can understand and respect diverse cultural backgrounds, effectively communicate with local teams, and make decisions aligned with market realities in a multicultural environment.
During my tenure, I observed stark contrasts between mature and emerging markets. For example, in consumer behavior, UK consumers value brand loyalty and product quality, demanding meticulous brand management. Conversely, Moroccan consumers prioritize affordability and essential functionality, requiring managers to adopt a pioneering and agile mindset focused on cost-effectiveness and market penetration.
In channel management, mature markets often involve collaborations with major retailers and distributors, requiring exceptional negotiation and resource-integration skills. Emerging markets, however, may rely on a broader network of smaller-scale distributors, demanding swift establishment and maintenance of relationships.
Cultural intelligence, digital acumen, and local market insights are increasingly pivotal for global talent. In 2025, I sense growing pressures in overseas roles, with professionals seeking stability over expansion and risk-taking.
Overseas ventures: A path where perseverance leads to success
This transcript recounts Sean’s (pseudonym) experience of overcoming setbacks to build a successful career in North America.
My career has been a rollercoaster. I’ve worked for local, foreign, private, and state-owned enterprises, each offering unique lessons. Majoring in English at a little-known university, my career began with modest means, navigating foreign assignments in Bangladesh and India.
My early days abroad shattered many illusions about overseas opportunities. In Dubai, I sought better prospects, even investing in a friend’s fresh produce business. When it failed, my savings vanished, and I faced severe hardships, including job loss during a company downsizing.
Surviving the toughest times taught me resilience. Eventually, I joined a state-owned enterprise in Guangxi, managing operations across the Arabian Peninsula. Recently, family considerations led me to join Richmat Intelligence Technology, overseeing smart home seating solutions in the US market.
Breaking into overseas markets involves three key steps: research, penetration, and building trust. Comprehensive market research is foundational, involving understanding local culture, consumer habits, competitors, and regulations. I invest substantial time in reading industry reports, attending local events, and engaging with potential clients.
Penetrating a new market requires finding overlooked niches or weak points in competitors’ strategies. Starting small, I targeted underserved segments and leverage differentiated products to build a foothold. Collaborating with local partners often creates additional opportunities.
Trust is the cornerstone of client development. Demonstrating professionalism and reliability while offering tailored solutions ensures long-term partnerships. Regular follow-ups and client satisfaction checks further solidify these relationships.
Working across diverse cultural backgrounds presents constant challenges. For example, Arab clients prioritize interests heavily, often renegotiating deals even after agreements. In contrast, Western clients value stability and long-term collaboration, emphasizing high-quality products and consistent delivery.
My overseas career path hasn’t been linear, but these experiences have profoundly shaped my understanding of work and life. While the journey is arduous, the lessons in adaptability and cultural sensitivity have been invaluable.
Identifying a region’s suitability for global expansion
This transcript shares the reflections of Fengkai (pseudonym), who revisited his past missteps and lessons learned while working overseas.
Between 2010 and 2018, I lived and worked in Singapore, initially studying computer science and later transitioning into real estate. My decision to leave the tech industry for real estate was, in hindsight, a miscalculation. I believed Singapore’s tech growth was stagnant, while China’s real estate boom seemed promising. Both assumptions turned out to be wrong.
When I returned to Singapore with a more refined perspective, I witnessed its transformation into a regional hub for tech giants like TikTok and Alibaba. This shift was foreseeable, driven by Southeast Asia’s close ties to Chinese markets and Singapore’s strategic role as a gateway.
In 2023, I joined a software firm in Saudi Arabia, overseeing local market operations. Applying my past experiences, I viewed Saudi Arabia as a “second Singapore,” leveraging its pivotal role as a gateway to the Middle East and North African markets. This strategy involves bridging cultural divides, securing Chinese supplier networks, and embedding within local business communities.
For businesses, Saudi Arabia offers high rewards but comes with steep entry barriers. Government-driven opportunities dominate, and market success hinges on patient, resource-intensive approaches. Companies must balance headquarters’ expectations with on-the-ground realities, acknowledging the lengthy timelines required to achieve profitability.
While Saudi Arabia presents challenges, its potential makes it an indispensable market for bold, well-resourced companies and nimble entrepreneurs.
Younger generations: The new vanguards of global expansion
This transcript captures the reflections of Aldo (pseudonym), whose career path exemplifies how younger professionals are finding their niche in international markets.
My overseas journey began during my student years. Majoring in Italian, I spent a semester as an exchange student in Rome in 2017, followed by postgraduate studies in Italy’s top tax law program. To my surprise, I became the first and only Chinese student to graduate from this program.
The transition from a niche language major to tax law was unexpected but deliberate. During my undergraduate years, I pursued a double degree program, which provided me with the economics coursework needed to bridge into tax law. After graduation, I took a gap year to assist a friend in launching a business in Italy. This hands-on experience, involving logistics, legal compliance, and supplier negotiations, revealed the untapped potential in tax advisory services for Chinese businesses in Italy.
Currently, I serve as vice president of Jilian Group, a company specializing in end-to-end services for overseas businesses and engineering projects. Born in 1996, my career reflects a blend of personal ambition and fortuitous timing, aligning with China’s global outreach.
One notable experience came during the pandemic in 2022 when I managed an urgent project in Indonesia. Arriving with nothing but a suitcase, I coordinated local engineers, managers, and workers to ensure the project met the client’s tight deadlines. The delivery of this project earned our firm a rare commendation from a major client in Indonesia.
For young professionals eyeing overseas roles, mindset is everything. While the title of “country manager” may sound prestigious, the reality often involves starting from scratch. In early-stage ventures, the manager is usually responsible for building teams, creating distribution channels, developing client relationships, and ensuring project execution—all with minimal support.
In established operations, the challenge shifts to reducing costs and improving efficiency in culturally distinct, high-cost environments. Success lies in integrating management practices with local norms, fostering mutual understanding and effective collaboration.
In the new year, while growth remains achievable, sustainable operations are becoming the true test of overseas ventures. Young talent will need to balance immediate performance demands with long-term strategies, driving innovation in cost management and cultural integration.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This article was written by Ren Qian for 36Kr.