Interpreneur Report 2026

Mapping the route to interpreneurial success 

Achieving interpreneurial success in a fast-changing world

In a global economy, uncertainty is no longer exceptional, it is the operating environment. For ambitious mid-market businesses expanding internationally, standing still is not an option.

In Kreston Global’s latest Interpreneur Report, business leaders deliver their clearest message yet: resilience is not a nice-to-have, it is the key to global success.

Is the greatest risk not the volatility itself, but failing to adapt to it?

Introduction: Critical intelligence for going global

What does it take for businesses to expand successfully into new international markets? For ambitious entrepreneurs keen to grow beyond borders — and for policy-makers shaping the environment they operate in — this is a critical, evolving question.

International entrepreneurship (or “interpreneurship”) merits attention because small and medium-sized enterprises (SMEs) play an outsize role in global economic performance, contributing half of the world’s GDP.¹

The 2026 Kreston Global Interpreneur report explores what drives entrepreneurs to expand internationally, the factors that underpin success, and the common challenges they encounter along the way as they contend with rapid economic and market change.

Since our last report in 2024, the operating context has shifted significantly. In 2024, over 90% of respondents felt prepared for the arrival of AI. Artificial intelligence is no longer emergent but is transforming how businesses operate and creating new competitive advantages. Geopolitical tensions are redrawing the map on globalisation, tariff regimes can change almost overnight, while supply chains are being reshaped, and a complex nexus of regulations touches almost every aspect of a business’ operations.

Meanwhile, the economic outlook presents both opportunities and risks, with growth in advanced economies expected to remain positive, although slower than in emerging market and developing economies.²

We surveyed 1,100 leaders around the world in small and medium-sized companies that have expanded internationally, to identify what motivated them to embark on their interpreneurial journey and what lessons they learnt, and to see how attitudes have altered.

The results reveal a consistent story of determination, resilience and pragmatism despite the headwinds. They highlight where the interpreneurial landscape is shifting and what this means for those considering a similar move today.

As we continue to support interpreneurs at every step of the way, this report provides timely insight and practical value.

1. World Economic Forum https://www.weforum.org/stories/2026/01/driving-global-growth-through-the-power-of-small-business/

2. IMF World Economic Outlook Growth Predictions https://www.imf.org/en/publications/weo/issues/2026/01/19/world-economic-outlook-update-january-2026

It is clear from this year’s results that SME leaders are wayfinders. Despite the complexities of the global economy, driving forward is hardwired into their DNA. 

Typically, SMEs expanding internationally are subject to the same regulations and external forces as the very largest multinational businesses, but without the benefit of significant financial safety nets, tried-and-tested structures, or years of experience navigating local legislation and governments. 

And while the outlook remains broadly positive, the finer details in the data tell a more nuanced story: businesses grappling with the challenges of AI, tariffs, and geopolitical instability, with confidence and ambition often shaped by the geographies in which they operate. In some regions, optimism around international expansion remains high; in others, businesses are more cautious. 

It is no surprise to see that cultural challenges include bridging the gap between global expectations and local requirements. It is something our members see play out every day as they work alongside clients, becoming an extension of their teams, helping navigate difficult regulations or unhelpful bureaucracy. 

Liza Robbins
Chief Executive

An “interpreneur” is a term we created to describe a business leader who successfully expands their business’ presence into markets abroad.

Executive summary: The view from interpreneurs today

Key findings from the report reveal:

1. Confidence in the current climate is strong. Interpreneurs are confident about prospects for international expansion today: respondents gave the current global expansion climate an average positivity score of 8.2 out of 10. More than half (57%) said it is easy for businesses to expand overseas at the moment.
2. Conditions ahead look positive. The forward outlook is similarly encouraging, despite the headwinds. The vast majority (86%) of interpreneurs expect conditions for international business expansion to become more favourable in the next two to three years.
3. Market growth remains the primary driver. Seeking market growth opportunities remains the number one motivation for expanding internationally: 59% said so, which was up from 52% in our last report in 2024. Almost six in 10 (58%) said accessing new customer markets is the most significant opportunity ahead for their overseas operations.
4. Digitalisation and innovation rise up the agenda. Many more interpreneurs now cite accessing digital technologies and innovation as a primary driver for international expansion (40%, up from 31% two years ago). More than half (52%) see adopting advanced technologies as a major opportunity going forward as they scale abroad.
5. AI readiness has become a reality. Nearly three-quarters (74%) reported that AI is having a significant impact on their organisation’s international expansion strategy, with women more likely than men to rate its impact as significant. Just 1% said they don’t use AI at all.
6. Tariff turbulence is cause for concern. Looking ahead, geopolitical instability and tariff-related cost increases are the biggest threats to international operations, said 45% and 40% respectively. Over half (57%) said tariffs/ trade disputes have had a significant impact on their global strategy over the past one to two years.
7. Trade agreements and tax regimes matter more than ever. When considering where to expand abroad, interpreneurs are more interested in whether favourable trade agreements exist than two years ago (48% versus 42%). The same is true of tax regimes (39% said favourable tax policies make a country attractive, up from 33% in 2024).
8. Sustaining company culture is challenging. Maintaining a cohesive company culture presents numerous challenges when expanding internationally. Balancing global standards with local flexibility is the trickiest aspect (for 42%), followed by managing differing workforce norms and employee expectations (33%).
9. Regulatory and tax complexity presents difficulties. More than a third struggle to navigate regulatory compliance requirements (37%) and global tax rules (34%) in the international expansion process, while for 31%, a lack of familiarity with both global and local tax issues puts compliance
   at risk and undermines their ability to benefit from tax breaks.
10. Desire grows for policy clarity. As a result, there has been a clear uptick in the perceived importance of a transparent regulatory environment among interpreneurs: 36% cited this as a reason why a country would be attractive as a destination for international expansion, compared to just 28% in 2024.

Environment scanning in a turbulent market

So far, the 2020s have been defined by disruption. From the Covid-19 pandemic to the advent of AI to fast-changing tariff rules to geopolitical conflict, business leaders have operated in near-constant uncertainty. Maintaining business-as-usual has become more challenging for many entrepreneurs, but those expanding abroad have had even more reason to draw on all their ingenuity, drive and vision to see their ambitions to go global become a reality.

Against this backdrop, the level of confidence among interpreneurs revealed in our survey is striking. Despite the volatile geopolitical situation that was unfolding specifically when the survey was conducted (in February 2026), respondents expressed a strong sense of optimism about international expansion prospects.

They rated the current global expansion climate at 8.2 out of 10 on the positivity scale, with women reporting even higher sentiment scores than men (8.5 versus 8.0).

Their optimism is borne out by data from the World Trade Organization showing that global trade saw stronger than expected growth in 2025 of around 4.7%, far outpacing GDP. While growth this year is forecast to slow to 2.7%, it is expected to remain on a par with GDP.³

The prevailing view was that interpreneurs should not be daunted by the prospect of international expansion. More than half (57%) said it is easy for businesses to expand overseas at the moment, given the current geopolitical and economic climate (with younger interpreneurs aged 25-44 the most inclined to say so).

This compares to just over a quarter (27%) who felt it is a difficult move to make right now. However, it’s worth noting some significant regional disparities in sentiment here: 89% say it is easy in Nigeria and 82% in the US, falling to just 35% in Spain and 29% in Singapore.

3. World Trade Organization, Global Trade Outlook and Statistics March 2026 https://www.wto.org/english/res_e/booksp_e/gtos0326_e.pdf

The vast majority felt positive about the future: 86% expect conditions for international business expansion to become more favourable in the next two-three years.

Looking ahead, gaining access to new customer markets is viewed as the most significant opportunity for overseas operations, but access to technology, talent, strategic partnerships, broader revenue streams and lower costs also feature prominently.

All this suggests that a positive attitude, an ability to spot opportunity whatever the weather and a determination to overcome hurdles are characteristic of the interpreneurial mindset, and these traits should stand them in good stead whether the outlook ahead is benign or not.

The impact of tariffs on global strategy

Unpredictable tariff regimes represent one of the main challenges interpreneurs have faced in recent times. The speed and scale of changes in the past year or so has been unprecedented, yet staying on course for global growth amid the turbulence is clearly mission-critical.

Businesses operating in or entering multiple markets around the world have had to be both agile and tactical, for example by restructuring supply chains, optimising inventory or harnessing AI to help them analyse data, map risk and plan ahead. Almost all our survey respondents (98%) said that tariffs or trade disputes have had an impact on their organisation’s global strategy over the past one-two years, with 57% describing it as significant.

With no guarantees that the uncertainty around tariffs is over, interpreneurial businesses will need to remain adaptable to mitigate risk and keep costs under control. Indeed, interpreneurs recognise geopolitical instability and tariff-related cost increases as the most significant threats to their international operations as they look ahead (according to 45% and 40% respectively), while almost a third (31%) are concerned about supply chain disruption.

Recent tariff volatility driven primarily by the US administration and geopolitical tensions, has had a significant impact on interpreneurs around the world. The impact on different countries can be disproportionate by directly altering cost bases and sourcing decisions. In markets like India, the US, and Nigeria, clients are actively restructuring supply chains, renegotiating contracts, and reassessing transfer pricing to manage duty exposure. By contrast, the UAE’s role as a low-tariff trading hub dampens the effect. Overall, tariffs are now a key driver of operational change, not just a tax cost.

Mark Taylor
Kreston Global Group Tax Chair and Head of International Services, Kreston Duncan & Toplis

Harnessing AI: The rise of tech-enabled growth

Artificial intelligence is fast becoming a core component of business operations. Adoption rates continue to rise as business leaders recognise its potential to create efficiency gains, handle both simple and complex tasks and to inform decision-making. According to a survey by McKinsey, 88% of respondents say their organisations are now using AI for at least one business function.⁴ 

As momentum gathers and businesses move from experimentation towards embedding AI into everyday processes, the impetus to stay ahead of the competition by harnessing AI is strong. Particularly so for interpreneurs who are on the one hand often innovative by nature, and on the other could benefit from sophisticated tech tools to help them navigate the complexity inherent in running multi-jurisdictional operations and implementing a global growth strategy. 

Two years ago, just as AI was entering mainstream consciousness, 90% of respondents to our interpreneurship survey agreed that they were prepared to harness AI. Now, that readiness has translated into reality: today nearly three-quarters (74%) reported that AI is having a significant impact on their organisation’s international expansion strategy. Women are more likely than men to rate its impact as significant (80% versus 70%), as are younger interpreneurs, and those in Nigeria (94%) and the US (89%). Just 1% said they don’t use AI at all. 

4. McKinsey, “The state of AI in 2025: Agents, innovation, and transformation” https://www.mckinsey.com/capabilities/quantumblack/our-insights/the-state-of-ai

The impact of AI on interpreneurial strategy

Gaining access to digital technologies and innovation has grown strongly as a reason for going global in the first place, with 40% citing this as a primary factor behind the push for international expansion in 2026, up from 31% in 2024. At the same time, more than half (52%) of interpreneurs see adopting advanced technologies as a major opportunity for their organisations’ overseas operations as they look ahead. Unsurprisingly perhaps, this was highest among those in the IT sector (where 62% said so). 

This matters because early adopters and fast followers are likely to find that AI turbocharges their capabilities, making it harder for laggards to catch up. Experimenting with and embedding AI early should empower users to get to grips with these advanced tools as they develop rapidly, and enable SMEs to seize a competitive advantage by gleaning real-time business insights and intelligence from data analytics, simplifying complex processes, increasing efficiencies, accelerating outcomes and cutting costs.

The benefit of experience: What the next cohort can learn from interpreneurs

To understand what makes interpreneurship successful, it’s important to know what prompted entrepreneurs to take such a bold step, what they were looking for in their target location(s), what helped them along the way, and what obstacles they confronted. Learning from others and sharing interpreneurs’ perspectives on the future provides powerful insights to those planning to take a similar path now. 

Seeking market growth opportunities — including accessing new customer segments — remains the primary and growing motivation for expanding internationally (59% said so — up from 52% in 2024). Meanwhile, seizing competitive advantage by gaining a foothold before rivals ranks alongside an increasing desire to access digital technologies and innovation (as noted above). There is also a noticeable push for greater diversification by reducing dependence on any single market. 

Many companies operating nationally and internationally today face the challenge of how to cope with ever-increasing competitive and profit pressures. There are essentially two approaches: companies can increase their market power by entering new markets, or they can reduce their costs in order to offer more competitive prices. Since cost reduction has its limits and, while it may yield short-term success, ultimately hinders corporate growth, most companies opt to tap into new markets as the more promising and sustainable growth strategy. When it comes to implementing an internationalisation strategy, we at Kreston Global can support and guide companies thanks to our global network.

Hanns-Georg Schell
Managing Partner, Kreston Bansbach

Around a quarter cited resourcing opportunities in the manufacturing process, supply chain or other aspect of their operations (26%), talent acquisition (24%) or cost optimisation (22%) as key drivers to expand internationally. 

A common theme emerges here: interpreneurs want more. More scope to adapt, to digitise, to disrupt, to extend their reach, to broaden their customer, talent and supplier bases, and ultimately to strengthen and develop their businesses. Interpreneurship is, in essence, about taking advantage of all that the world has to offer. 

When it comes to the specifics of what makes a country attractive as an international expansion target, interpreneurs are most interested in whether favourable trade agreements such as free trade zones, diplomatic partnerships or preferential tariff treatment exist (48%) — much more so than two years ago (when 42% said so). The location’s future economic growth prospects (46%), alignment with the company’s long-term growth strategy (e.g. regional investment into specific industries) and the availability of skills and talent are next on the list (43% respectively). 

However, policy clarity and digital capacity are becoming increasingly important differentiators between markets too: there has been a clear uptick in the perceived importance of a transparent regulatory environment, favourable tax policies, and the country’s technology infrastructure. 

These growing priorities reflect some of the key challenges interpreneurs have faced. While coping with economic volatility, including currency fluctuations, inflation and/or low growth was the number one hurdle during the international expansion process (38%), navigating both global and local systems and rules also proved problematic for many. 

Grappling with regulatory and tax regime complexity

Regulatory and tax complexity remain a persistent barrier. More than a third said they struggled with regulatory, ESG and legal compliance requirements (37%) and global tax rules such as transfer pricing and double taxation (34%). New reforms, notably the OECD’s Pillar One and Two tax frameworks, are exacerbating compliance challenges. Designed to curb profit-shifting by multinational enterprises, the regime is challenging to interpret and implement, especially for SMEs with fewer resources than their large corporate counterparts. 

Meanwhile, for 31% a lack of familiarity with both global and local tax issues put compliance at risk and undermined their ability to benefit from tax breaks. Moreover, difficulties in localising operations to establish a compliant back-end infrastructure have increased — today, 25% said this is a challenge, up from 19% two years ago. 

This underscores the importance of local knowledge and support from business advisers who can partner with interpreneurs and guide them and their leadership teams through the complexities of the various legal regulations, tax regimes, and trade rules that apply in specific or multiple jurisdictions. Policy direction and regulatory requirements can differ significantly from country to country (the recent divergence between ESG standards in the United States and the European Union being a prime example⁵) and are often subject to rapid change. So, it’s clearly vital to ensure companies are well-positioned to maintain regulatory compliance on the one hand, and seize whatever advantages tax and trade regimes make available on the other. 

However, interpreneurs do not always find it easy to identify the right local partners with whom to build reliable and trustworthy relationships. Just over a third (37%) said this presented a challenge during the international expansion process. 

5. European American Chamber of Commerce, 6 August 2025 Barnes & Thornburg | The Transatlantic Divide Widens: U.S. vs EU 2025 Sustainability Policy https://eaccny.com/news/member-news/barnes-thornburg-the-transatlantic-divide-widens-u-s-vs-eu-2025-sustainability-policy/

Major hurdles to international expansion

While macro forces shape the global landscape, interpreneurial success is just as much about managing specific local realities. Interpreneurs must focus on internal organisational dynamics if they are to create and maintain a cohesive company culture that serves all stakeholders, wherever they are based. Everyone – on a corporate and individual level – has to adapt. This is a significant task when established ways of doing things may differ, language barriers can impede clear communications, and cultural nuances must be taken into account.

For 42% of our survey respondents, balancing global standards with local flexibility was the biggest challenge in maintaining their organisation’s culture when expanding abroad. A third (33%) cited managing differing workforce norms and employee expectations, while issues such as adapting company values to local customs, sustaining cross-border team cohesion, and hiring and retaining employees who fit the company culture are also front of mind (for 30%).

Successfully integrating different teams across locations is hard enough when expansion is purely domestic: when the international aspect is added, getting it right becomes even more complex – and important. Due to the nature of going global, rules and regulations may apply to corporate operations that are unfamiliar – or even contradictory – to the norms and expectations of people on the ground in a particular geography. Working practices or management techniques may differ significantly and aligning them must be handled sensitively.

Creating a cohesive culture capable of being sustained over time requires interpreneurs to think carefully about how to redesign organisational frameworks and policies to allow for differences of opinion, experience and outlook in new territories, while remaining true to their overall corporate identity and ethos.

In the UAE, adapting quickly is part of the business culture. Processes are digitised, government services are accessible, and decision-making can be fast. In other markets, businesses encountered rigid systems and slower response times. Making even small operational changes required approvals and waiting periods that they were not accustomed to.

None of this means international expansion isn’t worth it. It absolutely is. But it forced businesses to rethink their assumptions. The efficiency and support they experienced in the UAE are not universal. What felt normal in the UAE — speed, clarity, and ease of doing business – is, in many parts of the world, the exception rather than the rule.

Eyad Farsakh
Managing Partner at Kreston Awni Farsakh & Co. United Arab Emirates

The Kreston view

Interpreneurs operate at the sharp edge of global commerce. We coined the term “interpreneur” to recognise the extra dimension taking a business onto the international stage brings to what it means to be entrepreneurial and to celebrate the critical role SMEs play in driving global economic growth.

Interpreneurship is not for the faint-hearted – they must be resourceful and adaptable. What we see time and again from the interpreneurs we work with is a “adapt or die” mentality: responding proactively to risk, finding a route around roadblocks and making decisions quickly. Then they incorporate lessons learnt into their operating playbooks.

For most of these trail-blazers, the risk of missing out on a good opportunity matters more than secondary issues such as what tariffs apply in a particular jurisdiction. Even so, ease and cost of doing business are still important considerations. More can – and must – be done to support interpreneurial success both globally and locally, for example:

• Providing greater certainty over tax and trade policy direction and reducing the complexity of fragmented legal regulations and tax regimes that pile pressure on cross-border management and operational logistics, and frequently ramp up costs. Navigating diverse (and sometimes contradictory) regulatory reporting standards, sudden tariff changes or the demands of the OECD’s new Pillar One and Two tax requirements is extremely challenging, often requiring significant expert resources
• Making it easier to understand the benefits and incentives that apply to companies moving into new markets (as well as their legal and tax obligations) to help them mitigate risk, hit the ground running and seize every opportunity that exists
• Supporting cultural integration by enabling SMEs to create robust yet flexible organisational frameworks that allow for a nuanced approach to aligning local norms and expectations with global corporate regulatory requirements.

What our research reveals resoundingly is a strong sense of purpose among interpreneurs, and real confidence that, with the right strategy and support, and by creating a positive working environment for all, going global can yield the desired results. By improving access to critical contacts and providing practical guidance from seasoned experts on the ground on commercial opportunities, compliance and culture, that’s exactly what Kreston Global’s network of international business, tax and accountancy advisers was set up to do.

We’re seeing a shift to greater precision, stronger focus on fundamentals, trusted local partnerships and resilience. The ambition to grow internationally is as strong as ever – but success increasingly depends on navigating complexity, not just entering new markets. Businesses can draw on the experience, knowledge and connections of their advisers and global networks

Andrew Griggs
Kreston Global Board Chair & Senior Partner & Head of Global, Kreston Reeves

Conclusion

Small and medium-sized enterprises are often described as the engine powering economic growth, and this is just as true on the international stage as it is at a national level. That global trade is flourishing and GDP remains strong⁶ despite the impact of ongoing geopolitical tensions, is due – in no small part – to the boldness and resilience of a generation of interpreneurs.

While interpreneurs recognise the challenges that exist, they remain focused on seizing opportunity: to penetrate new markets, drive operational improvements, harness innovation, and sharpen their competitive edge as they go global.

Success demands all the drive and vision that entrepreneurs typically possess, along with pragmatism and a willingness to seek support where needed. Going global will take them into unfamiliar terrain, so the intelligence and practical advice of experts who know the market, regulatory, tax and cultural dynamics of the target country in detail, and who can also see the bigger, global picture, are essential.

The insights provided in this report should help would-be interpreneurs as they plan and prepare for international expansion, but as they embark on this journey, they will need targeted guidance from partners on the ground to help them navigate global and local rules, requirements, norms and expectations.

6. IMF World Economic Outlook Growth Predictions https://www.imf.org/en/publications/weo/issues/2026/01/19/world-economic-outlook-update-january-2026

For more information about taking your business international, or for advice about particular issues in specific jurisdictions around the world, visit our Find a member page to contact one of our specialists directly.

Methodology

The Kreston Interpreneur Report is a biennial study, with previous research taking place in 2024 and 2022.

The 2026 survey was conducted with 100 business leaders in each of the following 11 countries (1,100 in total): Australia, Brazil, India, Mexico, Nigeria, Singapore, South Africa, Spain, the UAE, the UK, and the US between 26th Feb – 12th March 2026. Survey respondents were C-suite executives, owners, chairs, partners, managing directors, directors or senior managers in private sector companies earning between £10m to £300m a year that have expanded internationally. All percentages have been rounded up to the nearest whole number.