Exporting without guesswork: An entrepreneur’s story and the practical guide to taking the international leap

Exporting is no longer a leap into the void; it is a viable path for small and medium-sized enterprises (SMEs) that know how to prepare and leverage the support of state entities.

What sounds like a distant dream to many entrepreneurs, seeing their products in an international port, began almost by chance for Iván Giraldo. Today, his Colombian company dispatches containers of plastic packaging to the United States, the Dominican Republic, and Central America. His trajectory, marked by lessons, mistakes, crises, and expansion, serves as a map to understand how to export, what the most common hurdles are, and which tools exist to avoid headaches.

Iván began his working life as an operator in a plastics company, where he rose through the ranks over nine years to become production manager. However, his true opportunity came from Mr. Benjumea, who trusted his talent and brought him into his company. Only two years later, his boss decided to close the business and proposed that Iván buy it. Lacking the resources for the purchase, he managed to secure a one-year grace period to start paying off the debt, taking the first step on his path as an entrepreneur to create what is now Novaplas.

In 2018, an unexpected recommendation opened the doors of foreign trade for Iván. A Colombian client sent products to the United States in packaging manufactured by his company; the quality caught the eye of the North American buyer, who decided to travel to Medellín to see the plant for himself.

“That’s how we started, without any knowledge at all. We sent the first samples, manufactured the molds, and committed to delivery dates that were way too fast. That was a mistake that nearly choked us at the beginning,” he recalls.

The lack of experience was balanced out by hard work. “We worked 24 hours to get that first container out. It took us six hours to load it. Today, we do it in 35 minutes.” Over time, the business grew; now they have 40-foot containers heading to California, loose cargo going to Panama, shipments to Ecuador and the Dominican Republic, and most recently, clients in Guatemala. It hasn't all been success. In 2022, following a maritime bottleneck at the Suez Canal, nine containers were stranded in Cartagena for 180 days, a nearly fatal blow. “We lost about 470,000 dollars. That is a massive amount of money. But we kept going.”

Because of this, when asked what he would recommend to an entrepreneur dreaming of exporting to the United States, Iván doesn't start with the technical side; he starts with the emotional. “The first thing is to have a capacity for pain and frustration. In business, you win and you lose, and you have to know how to endure.” The second key, he says, is to study the market very well and not jump at the first deal that looks attractive. And the third: lose the fear, but do it with good company. “A good customs agency, a good transport operator, and knowing the tariffs. That builds your name; it builds your reputation,” he explained.

Iván’s experience is a mirror for many SMEs: companies that aren't born thinking about exporting, but that step-by-step can build a global business. What seems risky, like sending a container across the border, can become profitable if done with discipline, advice, and a long-term vision.

Six Key Points of the Export Process

Compliance with Legal Requirements and Mandatory Registries:

Any company wishing to export must be formally authorized by tax and customs authorities. In Colombia, this involves updating the RUT (Tax ID) with export classifications; in Panama, registering with the Registro Único de Exportadores or the corresponding entity. Without these trámites, you cannot issue an invoice for foreign trade or access customs benefits.

Product Knowledge and Proper Packaging:

Packaging is one of the most critical steps because it determines safety, container space optimization, and compliance with international standards. For both Colombia and Panama, efficient packaging can reduce loading times, logistics costs, and the risk of damage or returns.

Document Management and Mastery of Incoterms:

Commercial invoices, packing lists, certificates of origin, and transport documents are fundamental. Furthermore, correctly selecting the Incoterm (CIF, FOB, EXW, etc.) defines which responsibilities the exporter assumes and which fall to the buyer. Misusing an Incoterm can lead to overruns and complications.

Working Together with Specialized Operators:

Exporting requires allies such as freight forwarders, international transport companies, logistics operators, and customs agencies. In both countries, having experienced operators reduces errors in inspections, customs selectivity, cargo traceability, and transit times.

Market Research and Buyer Validation:

Before closing an operation, it is key to know the client, their demands, payment capacity, and reputation. Whether for intra-regional shipments (as in Panama) or more demanding markets (like the United States), studying the buyer prevents fraud, breaches of contract, and financial losses.

Management of Logistic and Financial Risk:

Port delays, cargo diversions, freight hikes, unexpected paperwork, and fluctuations in demand are common risks. Both Colombia and Panama, with high-traffic ports, require companies to have liquidity, adequate insurance, and contingency plans to face eventualities without compromising their operation.

In addition to operational experience, both Colombia and Panama have institutions that smooth the export path. In Colombia, entities like ProColombia, the Ministry of Commerce, Industry, and Tourism, the DIAN (Tax Authority), and tools like VUCE 2.0 offer technical support, requirement validation, access to business match-making, and customs orientation. Meanwhile, in Panama, the Ministry of Commerce and Industries (MICI), ProPanamá, and the Panamá Exporta platform fulfill similar functions, helping business owners identify markets, prepare documentation, leverage trade agreements, and reduce errors in their first shipments. Having these agencies on board from the start allows SMEs to move forward with greater security and avoid costly stumbles.