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For Jamar and Natassia Wright, founders and joint chief executive officers of MindFood International, overseas business training was never about credentials for display. 

It was a strategic investment rooted in one clear objective: growth.

As the Wrights looked beyond Jamaica toward new markets and opportunities, they recognised that expansion required more than ambition. It demanded first-hand exposure to global business environments and a deeper understanding of how culture shapes leadership, decision-making, and success.

“Our number one motivation for training overseas was growth. We wanted to expand into new territories, broaden our horizons, and learn directly from different business cultures. Entering new markets also tested some of our assumptions and taught us where adjustments were necessary,” they said. 

One of the most enduring lessons from their international exposure, the Wrights say, is the importance of cultural intelligence. Global business, they learned, has no universal playbook.

“There is no one-size-fits-all. Culture must be respected. What works in one environment can completely fail, or even cause serious consequences in another,” Jamar said. 

This understanding reshaped how they approach leadership decisions. Rather than acting on assumptions, overseas training taught them to slow down, gather facts, listen carefully, and consider the perspectives of others before making critical choices.

“It teaches patience, and reminds you that good decision-making is rooted in understanding people, not just processes,” Natassia said. 

In an era of rapid technological change and shifting market realities, adaptability has become central to MindFood International’s growth strategy.

“One of the biggest lessons we’ve learned is the importance of agility. What brought success last year might not work this year. Being agile allows you to pivot quickly,” Jamar said. 

They emphasise continuous learning as a non-negotiable leadership trait, one that applies not only to business but to life itself. “Being a continuous learner is one of the surest ways to achieve ongoing improvement. The world doesn’t stand still, and neither can leaders,” Natassia said. 

Applying international best practices at home required thoughtful adaptation. According to the Wrights, success came from balancing global insights with local realities.

Key adjustments included refining communication styles, understanding when to be direct or indirect, observing cultural etiquette to build trust, and tailoring training approaches to suit different audiences.

“We also leaned heavily on strategic partnerships. Having the right partners helped us navigate hurdles in new markets and ensured that what we delivered was culturally relevant,” Jamar said. 

The Wrights believe Caribbean businesses stand to gain significantly from leaders with international exposure. Global experience, they argue, provides access to diverse perspectives that can sharpen strategy and strengthen competitiveness.

“International experience gives insight into different market trends, consumer behaviours, and operational approaches. Working across borders also forces leaders to improve how they communicate,” Natassia said. 

They point to mentorship and structured knowledge exchange as effective ways organisations can maximise the value of global exposure.

International training has also enhanced their credibility when engaging with global partners. “It builds trust and reliability, especially with new clients. It signals expertise and strengthens professional demeanour,” Jamar said. 

Beyond credibility, global exposure opened doors to international networks that support market entry, innovation, and collaboration.

“You’re exposed to ‘green knowledge’, new ideas that accelerate innovation. It also strengthens decision-making by deepening your understanding of regulatory environments, business models, and how to lead multicultural teams,” they said. 

Acknowledging that overseas education is not always accessible, the Wrights encourage professionals to carefully assess whether it aligns with their goals.

“Ask whether the training supports your core career objectives and your organisation’s current needs. Consider whether it will lead to measurable improvements and whether it can be tailored to your specific context,” Jamar said. 

For those unable to study abroad, they stress that local options can still provide a strong foundation. “Many local universities offer robust programmes. You may not get the same exposure, but you can start where you are. Knowledge comes first,” Natassia said. 

They also highlight international placements, company transfers, and even self-funded travel as alternative pathways to global experience.

Technology, the Wrights believe, is redefining what international exposure looks like. With virtual collaboration tools, leaders can now engage globally without leaving home.

“I can stay in Jamaica and train leaders anywhere in the world. With podcasts, virtual platforms, and data-driven learning, training is becoming more personalised and continuous rather than occasional,” Jamar said. 

Their message to young Caribbean professionals is simple: embrace the world.

“Go for it,” they urge. “The world has shrunk because of technology. What happens on one side of the hemisphere affects everyone.”

International business training, they say, equips leaders to navigate multiple cultures and realities with confidence. “It teaches you how to live in different worlds. That adaptability is one of the most valuable skills a leader can have,” they concluded.