You can read article in Finnish: Vientiä vauhdittavaa osaamista voi kerryttää monella tapaa
Technology company Bluefors, based in Pitäjänmäki, Helsinki, manufactures ultra-low temperature cryostats and has become a global leader in its field. Within a short period, it has grown into a company with over 700 employees and a turnover exceeding €190 million.
The company would hardly exist without international expertise, as it was founded by Dutch researchers Rob Blaauwgeers and Pieter Vorselman in 2008 to commercialise their innovations from the Low Temperature Laboratory at Aalto University (formerly Helsinki University of Technology).
The innovation was a cryostat that enables cooling close to absolute zero. In addition to research applications, Bluefors’ devices are increasingly in demand for cooling quantum computers. Bluefors has been highly international from the outset. According to HR Director Nina Holviala, the company’s staff currently represents around 50 nationalities.
”The company’s working language immediately became English, as the founders themselves were not native Finns. This language choice has proven highly beneficial, allowing us to support rapid growth through international recruitment,” Holviala explains.
Physicists and Welders from Abroad
According to Holviala, almost every Bluefors team now includes international experts, with a high concentration in specialist roles. For instance, there is a shortage of cryostat physicists in Finland. In recent years, Bluefors has also started recruiting production staff from abroad.
“For example, welders, CNC machinists and micromechanics specialists are not widely available in Finland. Thus, international talent is often chosen for open positions. Recruitment is always based on competence, not nationality,” Holviala emphasises.
Bluefors has found international talent among foreign students who have studied in Finland, but also recruits from outside the country. Employees are found through the company’s networks and recruitment firms. According to Holviala, acquiring residence permits for foreign employees has usually been smooth.
Leadership Skills Define Success
“Internationalisation places higher demands on leadership skills. Success abroad requires a carefully thought-out strategy and operating models, even more so than in the domestic market,” says Riikka Hackselius-Fonsén, CEO of Punda Global, which specialises in developing international brands and businesses.
“A leader must master the essential elements of selling products successfully on international markets. It’s also important to understand the new operating environment and adapt accordingly.”
She urges company leadership to correctly focus and size their internationalisation efforts from the beginning so that management time is not wasted on non-essential matters.
“Building an international brand often requires leaders to challenge old practices and trust new forms of support and networks.”
Thorough Preparation Is Essential
Hackselius-Fonsén suggests that companies considering internationalisation must first determine where they have the best chances of success and the strategic choices needed to thrive there. Understanding the local market’s characteristics is crucial.
“It sounds simple, but the decision to enter a new market is often based on superficial information. First, it is necessary to understand how that market operates and how local customers make purchasing decisions.”
The preparation phase should also involve refining the product or service. Merely translating product information into the local language is not enough; products and service concepts likely need deeper modifications for international markets.
“Commercialising a product means viewing it from the perspective of the market and potential customers. This entails assessing not only the product’s features but also service processes, as well as sales and delivery chains. It often means developing operations domestically as well,” Hackselius-Fonsén notes.
Local Expertise Is Needed for Exports
Hackselius-Fonsén believes that, after thorough groundwork, clear commitments to market presence and service requirements in the chosen market are needed.
A company can establish itself in a target market by setting up a sales office or subsidiary with hired staff. Alternatively, a Finnish company can enter a local market through a distributor or agent.
“The method of market entry should be carefully planned to fit the company’s operating model. However, it should not consume excessive time,” says Hackselius-Fonsén, emphasising that success abroad typically necessitates tapping into local expertise.
Local people understand the business culture and how to reach customers. Local expertise also simplifies handling administrative and legal obligations. “I recommend using local expertise in all markets, rather than relying solely on expatriates from Finland.”
Punda provides internationalisation services to Finnish companies in Europe, the Nordic countries and China. In collaboration with Hallituspartnerit and international chambers of commerce, Punda has established an Executive Internationalization Program (YJK), which equips leaders with professional tools for organising and managing international operations strategically. The next training program starts in Spring 2025.
Export Managers for Hire
Companies can also access the expertise needed for internationalisation through interim managers. Often called interim managers, these experienced professionals handle agreed-upon tasks on a temporary basis, without a permanent employment relationship. Their services are procured as a service.
Petri Kujala, partner at Cherry Group, explains that interim managers have traditionally bolstered finance and HR expertise. In recent years, demand for their services has expanded, particularly for opening export markets for products or services.
“Changes in the business environment drive demand for temporary export managers. A company may need specific market expertise to kick-start exports, and their needs may change in two years,” explains Kujala.
Recent years have shown that export markets can change rapidly. Many Finnish companies have sought new markets after exports to Russia were halted.
“Economic uncertainty and recruitment freezes are driving demand for interim managers, as companies can still access the needed expertise without permanent hires,” Kujala says. Interim managers are particularly appealing to growth companies with uncertain long-term financing prospects.
Small and Medium-Sized Companies Interested
According to Kujala, Cherry Group’s pool comprises around 200 interim managers from various industries and leadership roles. Many have extensive experience in international business and market expansion.
“Interim managers are primarily utilised by small and medium-sized enterprises (SMEs) that might struggle to recruit top talent for permanent positions. Larger companies often have their own channels for acquiring needed expertise,” Kujala explains.
Interim managers are sought across various industries, with Finnish companies traditionally focusing on strong export markets in the Nordic countries, Central Europe and North America.
“A company usually prefers having the export manager based in Finland and travelling to the target market. If a company wants to open an office and hire local staff in the target market, we typically find a local interim manager.”
For example, in Spain, the candidate should speak fluent Spanish and be familiar with local labour laws. In such cases, Cherry Group taps its international network to find suitable talent.
Quick Start for Export Operations
The benefit of hiring an interim manager is speed, says Kujala. Traditional recruitment processes can take six months or more, while an interim manager can be on board within days.
“An experienced individual begins adding value to the company immediately, without extensive onboarding,” Kujala notes.
The process starts with assessing the company’s needs, after which Cherry reviews its pool and selects up to three candidates whose skills and experience match the company’s requirements. After interviews, the company makes its decision and, if a match is found, a contract is signed with Cherry.
An interim manager typically works at a company for six months to a year. Assignments lasting over two years are rare. “Flexibility allows the interim manager’s role to be adjusted as needed, whether full-time or part-time, with breaks as required,” Kujala explains.
Competition in export markets is fierce, and even the best salesperson may not guarantee market access for a product or service. Kujala emphasises that an interim manager’s contract can be terminated quickly if sales targets are not met.
“The notice period for an interim manager is usually one month.” Interim managers typically cost more than a comparable employee’s gross salary. However, for assignments under 24 months, using this service often proves more cost-effective than hiring, as it eliminates recruitment costs, payroll expenses, and potential severance costs.
