Navigating Two Worlds: Adam Wilson’s Journey from London to New York’s Financial Frontier

By: Alexander Wilson

Caption: Adam, a veteran of the global financial markets, sharing insights on the cultural nuances of international banking.

Introduction: Expatriation Beyond the Passport Stamp

What do people imagine when they hear the word “Expat”? From my experience, people are used to thinking about the global traveler, constantly moving from airport to airport or office to office. However, there’s a whole lot more to the glamour of a constant world traveler than initially thought.

Expats are experts with deep experience and vast skill sets. Chameleons who know how to adapt their style and presentation to meet the expectations and background cultural understanding of their audience, especially within the world of Global Finance. I had the pleasure of interviewing Adam, a British Investment banker who worked across the world and had the opportunity to share his insights with students.

From the Classroom to the City of London

Adam’s journey didn’t start in a boardroom; it began with a rigorous educational foundation that provided the analytical tools he would later use on Wall Street. For many students, the transition from classroom theory to real-world application can feel like a chasm. Adam noted that while his education prepared him for the technical demands of finance, it was the application of that knowledge in the City of London that taught him the “language” of the industry. This link—applying classroom discipline to the high-stakes sale of Hitchens Harrison (London’s oldest stockbroking firm) to India’s Religare Enterprises—proved that academic preparation is the essential springboard for international success.

Caption: Moving from the historic “City” of London to New York required a fundamental shift in communication style.

From the City of London to Wall Street

After his formative years in London, Adam moved to the markets of New York City in the hope of encouraging American investors to bring their companies to London’s stock markets.

New York presented a new challenge to him. He said in his interview, “Finance might be universal, but each market speaks its own dialect.” He told me how he felt like a newcomer and how he had to relearn his presentation and pitching skills for an entirely new audience.

Politeness Meets Boldness: Cultural Contrasts That Reshape Deals

Adam immediately noticed stark differences between British and American business norms:

London:

• Understatement = competence
• Hesitation = caution and professionalism
• Decisions = layered, committee-driven

New York:

• Directness = credibility
• Energy = intelligence
• Decisions = fast, individual accountability

These observations reflect Hofstede’s cultural dimensions framework. We can see how Americans lean hard on their core value sets of individualism and focus on a shorter-term horizon, whereas Adam’s description of the British finance professional emphasizes caution and formality.

Adam noted how he struggled at first, especially with overusing modesty, which was the usual when pitching to British investors, whereas in New York, modesty came across as hesitation. He found that American investors at first didn’t think he had conviction or believed in the message he was trying to communicate, and he noted that to be successful, he needed to change his approach. He decided to reevaluate his approach, and he used shorter, punchier sentences focusing only on points and immediate results, as well as speaking louder and more optimistically.

Managing a Truly Global Team

Adam later oversaw analysts from Mumbai, Lagos, and Warsaw, each bringing different communication norms and expectations of hierarchy:

• Mumbai: preferred structured direction, high-context communication.
• Lagos: valued relationship-building and flexible collaboration.
• Warsaw: direct, low-context, task-focused communication.

The London style, as Adam described it, was very reserved and consumed with the idea of hierarchy; moreover, it was too slow for the way business was conducted in New York. Adam adapted, switching from a hierarchical structure to a more relationship-driven structure instead. He used clearly defined objectives and allowed the execution of those objectives to be fluid. He mentioned how this structure allowed analysts to bring their own cultural strengths into problem-solving rather than forcing them to conform to his own.

Bridging Identity, Culture, and Leadership

British characteristics—such as being prepared, polite, and arguing with evidence—along with the punchier and more assertive style favored by American investors, this balancing act eloquently pairs cultural intelligence with the ability to modify one’s behavior while retaining core personal values.

The complexities of leadership then became even more apparent for Adam: analysts from Mumbai, Lagos, and Warsaw all brought in their own distinct styles of communication that often contradicted the formal, hierarchy-oriented style of London. For instance, Mumbai analysts would not express concern unless specifically asked; those in Warsaw preferred open confrontation; and analysts in Lagos would decidedly resolve issues through relationship channels. Rather than imposing one homogenous position over these preferences, Adam brought them together into a hybrid model of structured relationship-building and communicative clarity consistent with Trompenaars’ reconciliation model and the transnational manager framework of Bartlett and Ghoshal. Ultimately, this taught him that truly effective global leadership is less about imposing one cultural logic and more about providing an environment in which diverse capabilities can be allowed to speak freely.

Lessons for Aspiring Global Managers

Adam summarized his key insights:

1. Be Agile: When working in international environments, it is important to be agile.
2. Empathy as a Strategic Tool: Empathy can be used as a strategic tool in international business.
3. Flex Without Breaking: Identity can flex without breaking as long as you stay true to your values.

Crossing Borders in Academia: A Mexican Economist’s Journey Through Global Research and Higher-Level Education

By: Amy Sáez

Dr. Rodimiro Rodrigo, Assistant Professor of International Business and Economics, George Washington School of Business

To anyone who has taken Introduction to International Business in the spring, you probably know Dr. Rodimiro Rodrigo, the charismatic professor whose stories of working with the World Bank and studying abroad bring global economics to life. Beyond his engaging lectures, Dr. Rodrigo’s journey from Mexico to the United States offers a compelling look at what it means to build a career that crosses borders and adapts to new cultures, disciplines, and expectations.

Originally from Mexico City, Dr. Rodrigo grew up in a family that valued both logic and social awareness—his father an engineer and his mother a sociologist. “That combination naturally drew me to economics,” he said. Like many students in Latin America, he thought he would build his entire career at home. “I never really planned to come to the U.S.,” he recalled. “But in my field, I noticed that many leaders had doctorates from American universities. It became clear that if you wanted to reach the top, international education was part of the path.”

After completing a master’s degree in the United States, he returned to Mexico to work in the public sector. The pace was fast, and the work was high-stakes. “In government, everything is immediate—there’s always a fire to put out,” he explained. Yet he quickly realized that moving into higher-level roles required global credentials. That realization pushed him to pursue a Ph.D. in the United States, a decision that reshaped the course of his professional and personal life.

Transitioning from Mexico’s public sector to American academia brought its own set of challenges. “I entered a Ph.D. program in econometrics—already difficult in Spanish—and had to do it in English,” he laughed. Beyond the language barrier, there were cultural differences: academic expectations, classroom dynamics, and research norms all required adjustment. He noted that American academic culture places a strong emphasis on individual initiative, questioning authority, and constant peer feedback—practices less emphasized in traditional Latin American classrooms. “It took time to feel comfortable speaking up and challenging ideas,” he said. “You learn that questioning is part of the process here, not a sign of disrespect.” Despite these hurdles, his persistence paid off. His doctoral work on automation and robotics later earned recognition from the World Bank and the Inter-American Development Bank, strengthening his reputation as a leading researcher in development economics and technology.

Figure 1: “Robots and Within-Occupation Inequality”

The red line shows within-occupation inequality falling as robot adoption (blue line) rises

Dr. Rodrigo’s research has evolved in step with his international experiences. While his early work focused on Latin America, his current projects span multiple regions. “The biggest change from being here is access—the visibility you get in the U.S. is truly global,” he said. His latest study, “Robots and Inequality: Between and Within Occupations,” co-authored with Roberto Samaniego and Yun Zhang, explores how automation reshapes labor markets. Using two decades of U.S. data, the study finds that as industries adopt more robots, wage inequality shrinks among workers within the same occupation but widens between different occupations. “It’s not that robots replace everyone,” he explained. “They change who benefits. The top earners in certain jobs lose bargaining power, while those in complementary roles gain.”

Now a professor at The George Washington University, Dr. Rodrigo views teaching as one of the most immediate ways to create impact. His classrooms bring together students from all over the world, and he adapts his communication style accordingly. “I try to use examples that feel local to everyone,” he said. If a student is from Brazil, he might discuss inflation through the lens of Brazilian price stabilization. For a student from China, he might reference industrial policy reforms. He recalled a student from Germany who felt nervous speaking English in class. “I told him communication isn’t about perfection. Making an effort to connect is enough.”

This approach defines his teaching philosophy: create an inclusive, culturally aware learning environment where every student feels seen. He adds that teaching international students requires flexibility, from recognizing differences in educational backgrounds, writing styles, and even comfort levels with participating in discussion-heavy classes. “Some students come from systems where they’re not encouraged to question the professor,” he said. “Part of my job is showing them that their voice matters.”

Adapting to a foreign academic culture shaped the way he mentors students today. He often thinks about how different his own path might have been if he had pursued higher education in a non-English-speaking country. “Language plays a massive role,” he said. “If I had gone to France, for example, the challenge would not have been statistics—it would have been navigating the entire system in French. In non-English-speaking countries, the learning curve is even steeper because the academic networks are more regional.” This perspective deepens his understanding of the barriers international students face, and it informs the support he offers them.

Though he is based in Washington, D.C., Dr. Rodrigo remains deeply connected to Latin America. He regularly presents at regional economic conferences and brings international students onto research projects. “Even from here, I can have an impact back home,” he said. “That’s a way of giving back to the places that shaped me.” Technology helps bridge the distance, too. “WhatsApp never fails,” he joked. “Without it, I’d probably feel much more homesick.”

Reflecting on his journey, Dr. Rodrigo offered two pieces of advice for students considering international careers. “First, do what you love, but know that succeeding at it will require extra effort,” he said. “If you’re passionate, that work won’t feel like a burden.” Then he added a lesson grounded in his own experience of crossing borders and adapting to new cultures: “Wherever you go, keep your origins close. Your background gives you perspective. It’s what allows you to contribute something unique, no matter where you are.”

Beyond the Office: Becky Cho’s Life Abroad

By: Mahmood Albreiki – United Arab Emirates

Portrait of Ms. Becky Cho, Global Communications Leader

Recently, I interviewed Becky Cho, a global communications and marketing leader who shared her first expatriate experience when her company, Leo Burnett, sent her from Taipei to Chicago to manage projects early in her career. Her story reveals how cultural values such as communication style, hierarchy, and work-life balance shape leadership across borders.

Before her move abroad, Becky worked in the department called Creative Service at Leo Burnett Taiwan, where she served as the Director of Creative Service in Taipei. She later moved to Chicago to establish and lead the Project Management function, marking the beginning of her expatriate experience and global leadership journey. At the time, about twenty years ago, project management was still a relatively new concept in the advertising industry. “It was an exciting time,” she recalled. “We were learning to coordinate creative, client, and production teams in ways that weren’t common in Taiwan yet.”

In Taiwan’s professional culture, Becky explained, people show respect for hierarchy and authority. Leaders are often addressed formally sometimes as “Boss” and decisions typically come from the top down. Yet, she also noted that gender didn’t create barriers in management or communication. “I never felt that being a woman made a difference,” she said. “Performance and teamwork mattered more than titles.”

This environment taught her the value of respect, structure, and collective success, principles that would later influence how she managed multicultural teams overseas.

When the company Leo Burnett offered Becky an expatriate assignment in Chicago, she faced one of the biggest decisions of her life. As a mother, she had to consider not just her career but also how the move would affect her family. “It wasn’t just about the job,” she said. “It was about adjusting to a new country, a new climate, and even a new way of thinking.”

Chicago’s colder weather was more than a change of temperature, it influenced behavior, lifestyle, and even how people interacted. Becky laughed as she reflected, “You don’t realize how much weather affects how people dress, talk and mental well-being.

When she arrived, Becky found that the work culture was very different from what she was used to in Taiwan. Meetings were more open and collaborative, and employees were encouraged to voice opinions regardless of their position. In the East, sometimes it’s hard to give an opinion during a business decision, she said. “In the U.S., if you don’t speak up, people might think you have nothing to add. I learned quickly to share my views confidently.”

In Taiwan, clear hierarchy shaped workplace communication. In contrast, Chicago’s culture emphasized group decision-making and equal participation. This shift taught Becky that leadership isn’t always about authority, it’s about collaboration. “In the U.S., everyone contributes to decisions,” she explained. “It’s not about who’s the boss; it’s about what’s best for the project.”

Language presented another learning curve. Although Becky spoke fluent English, she noticed subtle challenges like cultural nuances. “In business, people sometimes use jokes or slang that don’t translate easily,” she said. “It took time to catch the tone and rhythm.”

Becky also observed that workplace presentation and communication in Chicago maintained a high level of professionalism, though expressed through different styles of interaction. She adapted by paying attention to how her colleagues communicated and carried themselves in meetings, learning that professionalism goes beyond appearance, it’s reflected in preparation, respect, and reliability. Outside of work, Becky made efforts to connect with her colleagues by inviting them to her home and joining social gatherings. These experiences helped her build trust and form friendships that lasted long after her assignment ended.

The biggest challenge Becky faced was managing multiple teams across departments while implementing a new project management system. “There were so many people involved in each process,” she said. “Communication was the hardest part but also the most rewarding.”

Her mentor in Chicago once told her to “add your own wisdom,” advice that she carries with her to this day. Over time, she developed a leadership style based on simplifying complexity and listening first, then acting.

Becky is proud of what she achieved in Chicago. She was the only international employee in her department and one of the few working mothers in a largely single workforce. “It made me appreciate how practical and focused I had become,” she said. “Balancing both roles weren’t easy, but it made me stronger.”

After three years in Chicago, Becky returned to Taiwan with a broader perspective and renewed confidence. She joined Tim Yip Studio, a renowned design and production company founded by the Oscar-winning art director Tim Yip, where she applied the cross-cultural leadership and communication skills she had developed abroad to creative projects with international recognition.

Her advice for professionals taking on international assignments is simple yet powerful:

• Balance your work and personal life. “They influence each other, you can’t separate them.”
  Be patient and open-minded. Cultural adjustment takes time, and mistakes are part of learning.
• Learn from failure. “Don’t be afraid of what could go wrong. Think of it as an opportunity to grow.”
• Becky believes that success as an expatriate is about adapting without losing yourself. “You don’t have to change who you are,” she said. “You just learn how to connect with more people in more ways.”

From New York to Zurich: A Banking Executive’s Swiss Journey

By: Uma Bondada 

Overview

Recently, I had the opportunity to talk with Ali Homayounfar, a current adjunct International Banking professor at GW and an Iranian-American investment advisor and wealth management executive. This conversation revealed hidden challenges in cross-cultural financial leadership and how an overseas opportunity could be an amazing career opportunity. Professor Homayounfar has gained experience at many organizations, including BNP Paribas, PaineWebber, and his current position as a partner at Summit Trails Advisors. For my blog, we decided to focus on his time spent at UBS, more specifically, the year he worked in Zurich, Switzerland, as their Head of Sales and Acquisitions across the Americas. 

Originally from Iran, Professor Homayounfar moved to the United States in 1982, where he has built a successful career in the financial services field, working for several top firms over the years. So, when approached with the opportunity of a promotion and relocation at their global headquarters in Zurich, it was an offer he couldn’t refuse. He was offered the position of Head of Sales and Acquisition for UBS’s Private Bank across the Americas, where he would be tasked with overseeing clients from the U.S., Canada, Central America, and the Caribbean. The promotion was a career growth opportunity, but it came with a drastic move and the challenge of navigating a new culture.

Making the Move: Balancing Ambition and Life

Professor Homayounfar could not pass up the chance to work at the premier private bank with industry professionals in one of the most beautiful cities in the world. But, throughout his time in Switzerland, his young sons and wife remained in New York. So, UBS helped him travel frequently between New York and Zurich, between family and work—an arrangement that soon became exhausting and untenable. Ultimately, his relocation to Switzerland lasted about a year, slightly shorter than he had anticipated due to restructuring and his desire to return to his family. “One danger for expats,” as Professor Homayounfar pointed out, is that “when their assignment ends, there’s no guarantee you’ll have a job when you come back.” But luckily for him, he was able to easily return to UBS’ New York offices.

Cultural Distance and Challenges

In Zurich, with his direct, fast-paced American brokerage background, Professor Homayounfar noticed the distance between him and the traditional Swiss bankers who came from a close-knit, hierarchical culture. In Swiss corporate culture, as he explained, “people often stay with the same company they apprenticed for as teenagers.” This means professionals can be deeply connected through the country’s mandatory military service and apprenticeship system. Lifelong relationships of this nature often meant new arrivals, especially expatriates, could struggle to make connections due to a lack of welcome.

One of the biggest cultural misunderstandings he experienced came from differing ideas about workplace social interaction. In the U.S., you can be friendly and casual at work without overstepping. But in Switzerland, Professor Homayounfar’s open and friendly (American) nature clashed with the Swiss prioritization of company loyalty and discretion. In a key moment, he was able to witness the practice of loyalty to the company over friendship when a colleague relayed sensitive information he shared to a superior, reshaping his approach to workplace friendships.

Lessons From the Assignment: Growth Through Discomfort

Despite the hurdles he faced and his short time there, Professor Homayounfar believes the experience changed how he leads today. It taught him how to adjust and interact with people who operate differently, and approach work with humbleness and adaptability. Despite the challenges, he sees that year as “an incredible experience,” where he valued working alongside some of the top industry professionals and learning the Swiss way of life. Reflecting on his time abroad, he described it as a transformative period of his career. “Working internationally teaches you humility,” he said, “even when things don’t work out, it’s fine, because you learn from it.”

For professionals considering international assignments, his message is clear: “If you get the opportunity to work abroad, absolutely take it.” Even after leaving UBS, he was not deterred from cultivating cross-cultural relationships through his work in other roles, such as his time at BNP Paribas. This experience showed him, and now all of us, that career paths won’t always go straight up: you have to adapt, pivot, and learn from what doesn’t work.

From Israel to Seattle, Issac Chamatys’ Story

By: Emily Leibowitz

I recently interviewed Issac Chamaty, a now-retired master diamond cutter who was one of the first diamond cutters in Seattle. He shared insights into how moving to the United States from Israel impacted how culture affects an entrepreneur. His story shows how learning is a lifelong endeavor and how cultures impact lives in business. Through his story, we can see how adapting across borders and embracing new perspectives can refine more than just diamonds.

Chamaty got started in the Israeli diamond business at 14 years old, with his first introduction to the industry through those around him. At the time, Israel was a diamond business hub with a majority of diamonds being produced in the country and then being shipped to the final destination. Due to constant exposure, he fell into the art of diamond cutting.  In Israel, workers are separated into specialized sections that focus on individual steps in the process, because managers did not want employees to learn each step of the trade. Despite this rigid structure, Chamaty’s natural curiosity and determination pushed him beyond the boundaries of what he was “supposed” to know. In 1976, he moved to New York for one year to save up and buy equipment before moving again to Seattle, Washington, to start his own business that would eventually dominate what was west of Chicago and north of San Francisco.

The diamond cutting business at the time was filled with Israelis; as such, speaking Hebrew was a common practice. Moving to Seattle was filled with a sense of unease as he was bringing a new trade to Seattle, and would need to sell his stones to people who already had a decent reputation with other sellers.  “I couldn’t find a job here because there was no need for diamond cutters…There were a lot of broken stones,so I repaired those, and grew my name.” He needed to make sales and grow his portfolio. He talked about walking into an establishment with the purpose of selling your own product, which is an uncomfortable practice even if you are a part of the culture. The newer, more individualistic culture was something he had to quickly overcome to help his name grow.

Chamaty poses for a photo just after retiring!

Due to his time in Israel and New York, Chamaty was very well connected in his trade, which he recommended for any business. He talked about how proving one’s worth can transcend barriers like language; if he could provide the best and put his name out there, he had his foot in the door.

Another recommendation was being adaptable; his story would have been a short one if he were not willing to commit to being adaptable. When Chamaty began working in the industry, the connections were in Israel; now the trade has moved to be more focused in India, which presents yet another time someone would need to adapt. That adaptability became a recurring theme throughout his career. From learning the trade in an environment of secrecy to pioneering a new market in America, Chamaty embodied the principle of lifelong learning. Even in retirement, he continues to emphasize curiosity as the driving force behind success.

When questioned about going to work in a culture different from your own, he claimed that the first step of learning a new culture is understanding that culture has many potential differences. He spent time touring around Europe before setting foot in America, and in that time, he grew as a person. Cultures are all different; noticing even a simple difference can open your eyes to the world of possibilities and push you to learn.

Issac Chamaty moved here in 1976 and created his own flourishing business that emphasized the need to be willing to evolve your trade knowledge and adapt. Chamaty’s story is more than a tale of entrepreneurship; it is a testament to perseverance, adaptation, and open-mindedness. From a young boy learning diamond cutting in Israel, to a master craftsman shaping the Pacific Northwest’s diamond scene, his journey reveals that success is not only about skill but about the willingness to evolve. When starting a business in a new country, there will be learning curves, but they can be overcome through observation and adaptation.

From the Marines to Management: Running a Factory in Thailand

By: Kritach (Mu) Kannika

For my interview, I spoke with Kevin Watkins, the former Managing Director at Mitsubishi Chemical Advanced Materials in Rayong, Thailand. He’s originally from the United States and has been working in Thailand since 2011. Kevin’s story stood out to me because he didn’t start out in business, he was first a U.S. Marine officer, then worked in law enforcement, and later moved into the plastics manufacturing industry. His experience shows what it’s really like to work and manage people in another country, especially one with a very different culture like Thailand.

Cultural Differences and First Impressions

Kevin told me that one of the biggest things he had to adjust to was how communication works differently in Thailand. In the U.S., people are direct and say what they mean. But in Thailand, people are much more careful not to embarrass or pressure others (Hofstede, 2001). “If you tell someone what to do too directly, it shuts them down,” he said. Instead, he learned to give instructions in a softer, more indirect way.

He also mentioned small cultural habits that were new to him,  for example, not pointing at people or things with your feet or fingers, and understanding the difference between “Thai time” and “Western time.” In Thailand, being early means you’re on time, and being “on time” can actually mean you’re late. Learning to adjust to these small things helped him earn trust and respect from his team.

Language was another challenge. “You think people understand your English, but sometimes they just nod,” Kevin laughed. To fix this, he started sending notes before meetings, talking slower, and avoiding slang. That helped make communication much smoother.

Challenges at Work

One big challenge Kevin faced was how pay and motivation are seen differently between the U.S. and Thailand. In America, people usually focus on base salary and performance-based raises. In Thailand, though, incentives and benefits (like housing, meals, and bonuses) are more important (Thomas & Peterson, 2017). He said that early on, he had to find a balance between Thailand’s seniority system and the U.S. idea of rewarding performance. Over time, he started using bonuses to reward merit, which helped motivate employees while still respecting local customs.

Another difference was around authority and questions. In the U.S., people ask questions freely, even to their boss. In Thailand, employees usually stay quiet out of respect. “When no one asked questions, I first thought they weren’t interested,” he said. “But later I learned they were just being polite.” That taught him to encourage open discussion without putting anyone on the spot.

Rewards and What He Learned

Kevin said that living and working in Thailand made him a better manager overall. He learned to slow down, listen more, and focus on relationships instead of just tasks. “In America, everything is very individual,” he said. “In Thailand, work feels more like family.” He also noticed that employees in Thailand are loyal and proud of their work, which leads to low turnover rates, something that impressed him.

He believes that because of this experience, he’s now a stronger and more understanding leader, even when working with teams in the U.S. again. “Thailand made me a better communicator and a more patient person,” he said.

Advice for People Who Want to Work Abroad

Kevin’s advice for future expatriates was simple but meaningful:

• Don’t be scared to experience the culture. Try to understand how people live, be personable, and include your family in the conversation.
• You don’t have to speak Thai to connect with people. Just being friendly and respectful goes a long way.
• Don’t try to be the smartest person in the room. “Surround yourself with smart people,” he said. “That’s how you really learn.”

Final Thoughts

Talking to Kevin made me realize that working abroad is more than just a job, it’s a learning experience about people, culture, and yourself. It’s not always easy, but it’s definitely rewarding. Kevin’s journey from Arizona to Thailand shows that being open-minded and adaptable can help you succeed anywhere in the world.

For anyone thinking about taking a job in another country, his story is a great reminder that success isn’t only about skills, it’s about understanding, patience, and genuine respect for the people you work with.

From Europe to America: Building Community Across Cultures at Work

By: Ashley Fernandes

Recently, I had the privilege of interviewing Ana Fernandes about her journey from Europe to the United States, where she studied biology at George Mason University. Now, she manages a bioinformatics and sequencing center in the DMV area, where she unites team members from India, Iran, Colombia, and America. After speaking with her, I can confidently say that Ana embodies precisely what it means to use a multicultural lens to spark community in the workplace. 

Having grown up between Portugal and Brazil, Ana learned early on that genuine connection is the foundation of trust. In both cultures, relationships come before business; she explained that “in Portuguese culture, trust starts with connection” and “without some kind of personal bond, it’s hard to truly trust someone.” Consequently, when Ana stepped into management, she focused on getting to know her team members personally rather than jumping straight into work, which is the standard for many task-based cultures like America. By investing time in building affective trust, she’s created an environment of openness and loyalty – “no one has ever left due to poor job satisfaction,” she shared proudly. 

While her colleagues often emphasize structure and results, Ana believes success also depends largely on fulfillment. To help “keep people motivated and creative,” she asks each team member to dedicate 10% of their time to something they genuinely enjoy at work – whether that be shadowing a colleague or exploring a new process. Additionally, while adjusting to American culture, Ana remained “quite flexible and understanding when issues arose,” contrasting starkly with many Americans’ more process-oriented approach. 

Having grown up in a high-power distance culture, she was initially taken aback by how egalitarian American workplaces can be. “In Portugal, you wouldn’t dare challenge your boss,” she chuckled, “but here, people are much more open to questioning upper management.” This difference was one of her biggest surprises when she first arrived in the US, but, over time, she came to see how an egalitarian structure can strengthen organizations by encouraging collaboration. 

This is a photo of a beach in Algarve, Portugal, the region where Ana grew up. 

As her team grew more diverse, Ana noticed how drastically communication styles can differ, pointing out that what feels clear to one person may confuse another, especially when working in groups made up of both low-context and high-context cultural backgrounds. “I’ve found that being clear and direct helps prevent misunderstandings,” she said, reflecting on her work with team members from India and Iran, where communication tends to be more indirect. Additionally, when assigning tasks, she follows up with emails to confirm next steps since some members were initially hesitant to ask questions.

Ana also shared the importance of continuously adapting communication styles depending on the audience, sharing how tone becomes especially important when delivering negative feedback since some team members prefer a softer approach. To strengthen community, Ana organizes deliberate moments like quarterly bonding events or reserves the last few minutes of meetings for recognition. “Those moments of appreciation have really strengthened our relationships,” she shared. 

Despite these successes, not every situation has been easy. Ana recalled a time when two employees clashed during a discussion, one having dominated the conversation, leaving the other feeling overlooked. Rather than stepping in publicly, Ana met privately with each employee, where she learned that the more vocal team member was completely unaware of how his actions were perceived. Since then, “he’s made a conscious effort to be more inclusive,” showing how a moment that could’ve caused tension instead deepened mutual respect within the group.

This is a photo of xarém that Ana shared with me. Xarém is a traditional Portuguese dish from the Algarve region, where Ana grew up, consisting of a thick cornmeal soup with clams. 

When asked about the most rewarding part of her journey, Ana laughed, “The food they bring… definitely a perk.” Beyond that, her true reward has been watching her team grow. “Over time, we’ve all learned to adapt our communication styles and become more sensitive to each other’s perspectives.” Looking back, Ana shared one lesson that she believes applies to any multicultural environment: “never assume others think or communicate like you.” She advises expressing expectations clearly, inviting quieter voices into conversations, and never assuming ill intent. For Ana, great leadership is defined by the ability to listen, adapt, and care. “At the end of the day,” she reflected, “leadership is about connecting with people and creating an environment where everyone feels seen and valued.”

Another Home: Farid Amaya’s Experience

By: Laura Sanchez Ramirez

Dreams to Reality

Born, raised, and educated in Colombia, Farid Amaya began his career with hopes of becoming an expat. Whilst standing out for his work in Colombia as an automation engineer, Farid began communicating with foreign firms via Blackberry chats, this would lead him closer to his goal.

Farid Amaya in Kaipang City

While in Colombia, he went on a variety of international trips, yet no place called out to him like China did– he felt that belonging there could be easy. He wanted to establish a life there; this would turn into reality when Akei Holdings Company offered him a position as an Electrical Department Manager in Kaipang City, Guangdong Province, China in July 2011. After years of communication, Farid established a relationship with the company. Colombia and China have vastly different cultures in terms of food, religions, degrees of affectivity, and types of communication. In the eyes of Colombians, Chinese culture is cold and harsh; vice versa, Colombians are not in control of their emotions and inconsistent. For many, these cultural differences prove to be too daunting and frustrating; however, Farid alongside his wife, immigrated to China ready to fulfill his new position.

Culture Shocks

The differences between Bogotá, the capital metropolis of Colombia, and Kaipang City, a smaller Chinese city filled with rurality, at times left Farid longing for home; however, his experience at work surpassed this desire. In the work environment, there were various cultural differences that would prove to be challenging. For example, ‘saving face’ is a pivotal aspect of Chinese culture, which means that correcting or disagreeing with someone has to be approached with deep tact. Although ‘saving face’ is present in Colombian life, it is not regarded to the same extent as it is in China; thus, telling someone they are incorrect is not taboo. In China, he had to be more indirect and could not directly seek out his superior as this is heavily frowned upon because of the high power distance and indirectness of communication embedded in the culture. Coming from a culture where it is acceptable to be direct with your boss, it created obstacles in fulfilling tasks or projects, proving to be frustrating at times. In the beginning, Farid found that it was extremely challenging to convince his Chinese counterpart to update their systems, causing them to argue about this problem; this showcases the importance of relation-based trust over task-based trust. In Farid’s perspective, this hindered efficiency due to the long process needed to carry out the course of action. This proved to be irritating at times; however, he persevered and found out that it is not all negative culture shocks.

Machines he oversaw and engineered to work efficiently.

Happy Differences

Balance is a priority in Chinese culture, this is showcased through work-life balance; however, in Colombia people “live to work’.  However, in China Farid found that work would always end at the scheduled time and lunch was not rushed. Every day from 12:00 to 13:30, employees were given time to eat and decompress which he found to be extremely pleasant, because there is a focus on communitarian attitudes via improving the group beginning with the individual . He also found that Chinese culture was more tranquil, which he appreciated greatly. An unexpected commonality that often cured his homesickness was rice— a staple in both countries, Farid cherished the reminder of home. He also went on to adapt customs of Chinese life, for example, to this day, his household remains a no-shoes area, which is pivotal in many Asian cultures. Furthermore, cats became a larger part of his life, as he adopted two cats from China.

Takeaways

A Chinese lucky cat.

The cultural differences in the workplace, although drastic, never discouraged Farid as his engineering mindset took over: “machines always have a solution”. He prioritized outcomes over differences and was extremely successful. He found that it is more optimal to let actions and the work speak for themselves. He says that by never allowing emotions to dominate one’s actions, prosperity was found. Farid not only carried out his goal of living in China, but he flourished while abroad. Today he lives in the United States for the same company, maintaining the Chinese customs he acquired while abroad.

Breaking Hierarchies: Leadership in India and the UAE

By: Arush Doddwad

Interviewee: Dr. Preeti Kore

Professional Background: Healthcare and Education Management

When you speak to Preeti Kore, you realise that the term expatriate manager can mean far more than just multinational corporations. In her case, it meant leading schools and healthcare education facilities with an emphasis on creating child-centred classrooms. Her story is unique as a woman with no professional managerial training in cultures that have high power distances. This is consistent with Hofstede’s dimensions that India scores high on power distance but low on uncertainty avoidance, creating environments where hierarchy is important albeit with improvisation. The UAE, meanwhile, pairs high power distance with high uncertainty avoidance, meaning hierarchy is enforced through explicit rules, procedures, and formal authority.

Over more than a decade, Preeti has managed institutions across India, from rural North Karnataka to the bustling cities of Bengaluru and New Delhi for KLES’ Society and later served as manager of the board of directors of their first overseas K-12 school in Dubai, United Arab Emirates.

Logo of the KLES’ Society Educational Trust

Preeti’s professional story is rooted in India but extends across two distinctly different management cultures. In rural and semi-urban Karnataka, she said leadership was built on relationships and personal credibility. “In smaller towns, people value approachability more than hierarchy,” she noted. Success depends on being visible, speaking the local languages, and understanding informal networks. Trompenaars then would describe Karnataka as ascription-leaning where status and credibility often come from relationships, and social standing over formal achievement. Dubai’s education system, in contrast is achievement-leaning where legitimacy comes from performance and achievements.

Source: Country Comparison Tool, The Culture Factor Group.

Moving between two hierarchical systems as a woman meant she had to project authority while still adapting to the UAE’s more formal culture, where social reputation and deference carry even greater weight. Her experience also shows how women leaders often have to essentially earn legitimacy twice, once through proving their competence, and again through navigating structural hierarchies that were never designed with them in mind. These kinds of shifts from ascription to achievement-leaning settings often force women to rely on performance signals more heavily than men and is noteworthy.

Furthermore, the interactions with parents and other stakeholders took decidedly different forms in both countries. In Karnataka, schools were part of the community, and parents often looked to principals for guidance on matters far beyond the classroom. In Dubai, relationships were formal and managed through digital platforms. “In India, ‘yes’ sometimes means ‘maybe’,” she mentioned when explaining that in the UAE’s international setting she had to be literal and unambiguous. This reflects Erin Meyer’s distinction between high-context and low-context communication styles: India leans heavily on implicit meaning and relationship-based messaging, while the UAE’s international environment requires direct, explicit communication often through more formal mediums.

Preeti’s Office in North Karnataka

Her advice to anyone preparing for an international assignment is highly practical: work with a local partner who can tell you what people are really thinking, communicate often and as clearly as the cultural context allows since messages can get lost between formal and social conversations, and lastly, respect local traditions and calendars because they heavily affect engagement with the business.

When asked what she had learned, Preeti said “The right Operating Standards don’t translate directly like languages do.” Wherever she worked, she tried to invest in local leadership rather than importing and imposing systems. In Indian towns she promoted deputy heads who could bridge languages and traditions. In Dubai she built multicultural teams who could interpret the expectations of parents from diverse cultures. 

“When people know what to expect, they feel safe enough to trust their children with you,” is the biggest takeaway from our conversation. Listening to Preeti, I was struck by how cultural dimensions like power distance and uncertainty avoidance don’t just vary between nations but within them. Using this experience to inform her international journey from Karnataka to Dubai shows that institutional dynamics can be regional, linguistic, and infrastructural as much as international. Her story reminds us that effective management is not simply about systems but about understanding people and the environments they live in. It is a clear demonstration of how cultural dimensions such as Hofstede’s, Trompenaars’, or Meyer’s are shaped by lived realities that affect how leaders operate across cultures.

All information and details presented here were approved for use by Dr. Preeti Kore.

Building a Global Mindset: Hari Pillai’s Career Journey

By: Riya Ahuja

Portrait of Hari Pillai

I interviewed Hari Pillai, a finance and technology professional whose 20-year global career spans India, Qatar, the United States, and Canada. Having held leadership roles at Invesco, Sun Life, and RBC Investor Services, Hari’s story offers a powerful look at what it means to grow personally and professionally through cross-cultural experiences. His journey shows how different work environments can shape not only a career, but also perspectives on communication, teamwork, and leadership.

Hari earned a computer science degree in India and began building software for the textile industry. His early work environment was deeply relationship-driven and hierarchical, something he described as central to Indian workplace culture. He often relied on teamwork, in-person communication, and strong peer relationships. “We built strong friendships because we had to rely on each other,” he shared. Juniors were expected to respect seniors and follow instructions closely. These norms taught him the value of clear communication and collaboration, skills that later became essential as he transitioned into more global roles.

His first international move was to Qatar, where he worked as a GIS technologist creating mapping software for the State of Qatar. Here, Hari experienced a very conservative environment that was shaped by religious traditions. He emphasized how important it was for foreigners to respect practices such as refraining from eating or drinking in public during Ramadan. Yet, despite these strict norms, he found people incredibly generous and willing to help. His team included coworkers from Australia, Hong Kong, and the U.S., giving him firsthand exposure to diverse communication styles and work habits. This experience strengthened his adaptability and helped him become more open-minded, balancing cultural respect with professional collaboration.

Hari’s last day of work in Qatar with his boss in 1998

Hari’s next move to the United States in 1998 for an MBA introduced him to one of the biggest cultural contrasts of his career. He described communication in the U.S. more direct and individualistic. “In India and Qatar, people avoid questioning their bosses. But in the U.S., you are encouraged to share your opinion and debate ideas,” he said. This shift required him to adjust how he participated in class discussions, how he interacted with professors, and how he approached teamwork. The encouragement to speak openly and challenge ideas helped him grow into a more confident communicator and later influenced his own leadership style.

After graduating, Hari joined Deloitte Consulting in New York City, a workplace he described as fast-paced, demanding, and full of high expectations. Tight deadlines and rapid problem-solving were part of daily life. However, he also emphasized that he felt supported and never discriminated against. “New York is very diverse. People come from everywhere, and everyone helps each other,” he said. Working in such a dynamic environment taught him how to perform under pressure while respecting a wide range of cultural perspectives.

Deloitte consulting days in NY in 2001

Hari eventually moved to Canada, spending nearly 18 years at Invesco before joining Sun Life, RBC, and MSCI. He found Canadian culture more polite, patient, and relaxed, and its multicultural environment made it easy for him to feel at home. Leading global teams, however, brought new challenges, especially managing time zone differences that required clear documentation and communication. These experiences strengthened his leadership and taught him to be more intentional when supporting diverse teams. He highlighted the importance of understanding local norms, communicating clearly, and asking questions, especially when navigating unfamiliar cultures.

Reflecting on his story, I learned how profoundly culture shapes communication, teamwork, and leadership. From Hari’s contrasting experiences in India and the United States, I realized the importance of observing norms, respecting cultural differences, and adapting to new expectations. His time in New York and Canada underscored the idea that resilience, patience, and the ability to communicate clearly, especially when leading global teams across time zones, is critical. Hearing his story helped me understand that international success depends less on technical skills and more on curiosity, cultural awareness, and the willingness to learn from others. His experiences reminded me that embracing unfamiliar environments can spark meaningful personal growth and help develop a more empathetic, flexible leadership style.