Different Futures Start With Differentiated Thinking

Canadian tech leaders share their perspectives on expanding globally with diversified talent, smart trade strategies and resilient execution.

In brief

• Global expansion now requires differentiated strategy that goes beyond localization by balancing risk and resilience while pursuing long‑term growth.
• Canadian firms should diversify their talent and operating footprints to strengthen compliance and go‑to‑market discipline and use partnerships to accelerate scale.
• Winning leaders pivot into new markets with smarter supply chains and trade plans while investing in AI‑enabled productivity to compete internationally.

This is Canada’s moment. Tech innovators. Ecosystem players. Entrepreneurial founders. There’s never been a better time to take bold steps and get things done.

What do they recommend?

MAURICIO ZELAYA

AS LEADERS DELIBERATE ABOUT CAPITAL DEPLOYMENT, backing Canadian projects and diversifying relationships, the economics are clear for Mauricio Zelaya. He sees the question of diversification playing out across two key fronts: supply chains and export destinations.

“What we’ve seen is more of a diversification-based question. It means not shifting completely away from the US, just being less reliant. You’re balancing, from a supply chain perspective, costs with reliability. This isn't about abandoning the US market, but proactively managing exposure to risk. Organizations that strike that balance can tap into wide-ranging possibilities, driven by a strategic mix of nation-building opportunities at home and working relationships, pathways and destinations abroad. Once you get the muscle memory to be able to do that, you’re going to be able to go faster each time you access one of those new markets and build it as a core part of your overall business model.”

AS FOR CANADA?

At a higher level, Zelaya hopes to see nation-building programs make processes seamless for Canadian companies aiming to seize opportunities in this environment.

SHANE DUNN

PIVOTING TO NEW MARKETS IS ESSENTIAL. Shane Dunn says it’s also possible. Focusing on the right pillars can help Canadian firms ready to seize the moment and branch out now.

“The levers that companies have opportunities to work on are really three big buckets: origins of goods, classification of goods and value declared when the goods cross the border. Origin can be quite straightforward. It comes down to how much of the product was grown or created here in Canada and how much comes from activities in other countries. But what gets complicated is the classification of the goods. Companies may need more rigour in their process to navigate that effectively and avoid much higher tariffs than intended, or even risk products being seized at borders.”

With the clock-ticking down on the Canada-United States-Mexico Agreement (CUSMA), which is set to expire later this spring), Dunn also stresses the importance of understanding free trade agreement nuances here and around the world.

“There are specific rules of origin linked to classification of the goods. Those rules of origin need to be identified. It’s a time-consuming process that is difficult to automate. As some products are more sophisticated from a manufacturing perspective, businesses here will need to really drill down into their understanding to manage risks.”

AS FOR CANADA?

Dunn would love to see the country continue dismantling barriers to international diversification, empowering businesses to go beyond survival and maximize this moment’s potential.

MARWAH SERAG

ACHIEVING WORKFORCE RESILIENCE REQUIRES A DIVERSIFIED TALENT STRATEGY. As the world around us continues to change at lightning speed, with AI, geopolitical uncertainty and an ever-evolving regulatory landscape, tech companies need to get critical areas of growth right.

“Overreliance on one geography or population carries risk. I remain optimistic. As companies are conducting impact analysis on how AI will reshape their workforce and what talent and skills they need, and where they need them, business leaders need to contemplate what’s really going to make their business most resilient in this market. That includes understanding more about complex cross-border regulatory compliance requirements and developing a more integrated, multifaceted talent strategy to successfully navigate uncertainty while continuing to achieve sustainable growth.“

AS FOR CANADA?

As Prime Minister Carney said in his Davos speech, ‘Allies will diversify to hedge against uncertainty.’ Serag thinks Canada is well positioned to weather the uncertainty and be a place of choice for multinational companies looking to expand and access a global talent hub within their region, comparable time zones, language and corporate culture. Canadian businesses need additional incentives to shift our strategic posture and fuel economic growth. Serag says she is hoping to see those kinds of nation-building programs continue to emphasize this priority.

Co-author: Marwah Serag, Partner, People Advisory Services, Tax, EY Canada 

Summary

Global volatility is forcing leaders to think beyond simple localization. The goal is to balance risk and resilience while pursuing long-term growth.

For Canadian firms, that can mean diversifying talent and operating locations, and building supply chains and export portfolios that value reliability alongside cost. A repeatable market-entry playbook can also help speed expansion.

And don’t skip the trade basics. Get origin, classification and valuation right from the start and prepare for CUSMA-related timelines to reduce cross-border risk and protect margins.