You start to create a global or international mindset very moment you take your decision to enter new international markets. Even before you have decided on a route to market, timescales, budgets and sales targets, your global blueprint starts at very centre with your decision to do away with one major assumption – what works back home will apply in international markets. Don’t start with this, and you risk opening Pandora’s box even before you have achieved any success overseas.

So how then should you start to build this mindset inside your company? A global mindset can be seen as a “state of mind” - your firm’s ability to perceive both differences and commonalities between different international markets when embarking on expansion. Start by identifying an “international champion” within your firm who can help you manage your expansion. Secondly, develop a program for attracting, hiring and retaining top international talent with seasoned international skills to ensure your success. Thirdly, put in place a training budget to help your staff prepare for overseas assignments. And finally, make sure that you have at forefront of your agenda an effective international human resources policy that help you retain your international talent.

Global expansion is all about effecting change. Therefore your international champion should be a senior manager, director or VP of your firm, capable of driving and implementing that change both across and down your organization as it is implemented. But this is simply not enough in itself. You are also ideally looking for somebody with long and sustained first hand experience of complexities of doing business globally, somebody who has lived and worked at coalface in a variety of different cultures, is uniquely familiar with differences in business cultures, and ideally, can speak a few languages. If this sounds like looking for a needle in a haystack within your organization, you may find you’ll need to source this individual externally.

Either way, a recruitment program to attract international talent into your firm should be at top of your list. If you are looking for English-speaking candidates, make sure you candidates’ levels of international experience shines through on their resumes. In an age when supply of candidates exceeds demand, it is often tempting for candidates to “inflate” their resumes a little more to get job. Make sure that you drill down into resumes, question level of international experience and qualifications, and always obtain references. And watch out for people who say they speak “fluent”. Since language skills should go with territory, and since you’re paying top dollars for your international talent, always ensure that fluent really means fluent, be as harsh as that, so make sure that you have a resource to check language skills. All too often, candidates claim they speak a fluent language, but put them in front of a client, and they can just about order a pizza. Your are hiring people to do business beyond your borders, so “fluent” means being able to hold a steady conversation with your clients and partners without having to fall back on native language.

We've helped a number of clients develop business plans and raise capital from "angel" investors, corporate entities and venture capitalists during last 6-8 years. It's always a daunting process that can be full of pitfalls and require a tremendous amount of work - but it can be done! Here is some perspective gleaned from years of experience.

The most important rule for raising capital to consider is: it's never easy to raise capital when you need to! Meaning, investors are inherently risk aversive, can be very picky (a real understatement!) and they are looking for best deal with greatest upside and minimal risk.

Rule number two - don't raise capital! Self fund your company (called bootstrapping in entrepreneur-speak) by finding customers that will purchase your products and services. This enables you to involve your most important business asset in your business from day one - customers!

Rule number three - use "FAF" or "VMC" methods. Raise seed (early stage) money from your friends and family and/or if you are really committed, pull some cash from a Visa or MasterCard. These methods can and do work for many entrepreneurs - be aware it can be very painful on back end if your company does not make it!

Angel investors can add so much to your company - they can bring "intelligent capital" to business. Not only do they invest capital but will very often take an interest in helping you grow company by taking a Board of Directors seat and/or temporarily assuming a senior management role.

In my experience finding and recruiting a blue chip management team with advanced degrees and a strong corporate pedigree can sometimes kill a startup as quickly as no cash or revenue - yes, they look great in your business plan and venture capitalists love a "strong team." But, you need "fly by seat of their pants" manager/leaders who don't need to grind five sets of scenarios (analysis paralysis) before they can take action - hire entrepreneurial types who've excelled in small companies.

Dealing with venture capitalists can be a significant challenge that is fraught with risk and no upside! Remember, they are highly skilled at entire process, in most cases they've done it hundreds of times before. So, your on their turf when you step into this arena and you better do your homework properly (market size, revenue projections, cost of sales, marketing plan) and/or consult with a consultant, attorney or "angel investor" who has been through process before to give you guidance.