Lucie Newcomb

The process starts with the broader organizational plan and whether it is changing.

• Then protect markets already in operation before committing to new development, and treat a downturn as a chance to revisit markets previously dismissed—the way an investor buys low and sells high.
• The framework also calls for assessing technology that can carry operations through an either-or market decision and deciding in advance what would make a company walk away.
• Newcomb asks readers to report which step they used and how it worked out.

The Staying Global 2.0 post sets out five directives: review instead of react; prioritize maintaining current markets over developing future ones; use the moment to assess previously dismissed markets; assess how technology can help in the wake of in-or-out scenarios; and set ironclad criteria for walking away, complete with a transition plan.

The post describes Staying Global as an initiative originally conceived to run for six to eight weeks.

• It has continued for about ten years, with a brief hiatus, extending through Washington policy changes and then the pandemic, when international business building stalled because people could not travel.
• The relaunch changes the format from Global Business Minute to Global Business Moment, at viewers’ request.
• Newcomb notes that the topics look as simple as they did in 2016, while the geopolitical challenges have changed—a tension worth noting: the frame is old, the circumstances are not.

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The directive calls for explicit exit criteria and a transition plan, so a company knows in advance what would trigger withdrawal and how it would handle customers, staff and partners afterward. That contrasts with the more common pattern of abandoning an overseas operation in a hurry when conditions sour.

The fifth directive in the Staying Global relaunch post is to set ironclad criteria for walking away, along with a transition plan.

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The method is comparative: check whether growth is rising elsewhere as the home market slows. The posts link to articles but offer little supporting analysis, so the reasoning rests mainly on the framing.

One post reports that the US economy lost 23,000 jobs last month, calls the figure staggering, says it is unlikely to be all AI-related this early in the cycle, and flags an uptick of 5,000 manufacturing jobs as a bright spot. Another notes that ASEAN is seeing manufacturing growth tick up while US manufacturing growth appears to be declining.

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They close with an invitation to a brief complimentary consultation on global business shifts, expansion and risk reduction, along with contact details. The recurring call to action is a conversation about a company’s situation, not a product pitch.

The jobs post asks whether readers want additional insights on global business shifts, opportunity and risk reduction, or are interested in expanding reach and revenue streams overseas.

• It directs them to email The NewComm Global Group.
• The Staying Global post signs off with the same contact details and the question, “Where do you want to grow today?”

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The framing is that of a long-time trainer and coach of female founders watching someone succeed early. This differs from the market commentary and is the only post in the reviewed set focused on something other than markets, trade or economic conditions.

Newcomb describes a first sit-down with Eugina Jordan, CEO and co-founder of YOUnifiedAI, after several years of sharing a Chiefs and alumni connection.

• The company had launched three months earlier, already had half a dozen customers, a technology platform and an advisory board, and was raising pre-seed funding, with inquiries invited from accredited investors.
• As Newcomb relays it, YOUnifiedAI’s pitch is that small business owners can integrate stand-alone applications and drop heavy ERP systems that franchise owners, landscapers and similar businesses find overencumbering.
• Newcomb thanks Jordan for supporting The NewComm Global Group’s international markets business development programs and looks forward to collaborating on an international project.

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It lays out the full five-step prioritization framework Newcomb has been refining since 2016, rather than offering a take on a single day’s news.

Newcomb relaunched the Staying Global campaign as Staying Global 2.0.

• Originally a six-to-eight week initiative, it has now run for ten years, with a brief hiatus.
• The first version helped clients hold international plans together through Washington policy changes.
• The campaign continued through the pandemic, when travel stopped and cross-border expansion stalled.
• The post restates five directives: review the larger organizational plans before reacting to news; prioritize maintaining current markets over developing new ones; treat a downturn as a chance to reassess previously dismissed markets, as investors buy low and sell high; assess technology leverage when a market decision looks like an either/or choice; and set ironclad criteria for walking away, complete with a transition plan.
• Newcomb notes that the topics look simple on the surface and that today’s geopolitical challenges differ from those in 2016.
• They ask readers to report back on which directive they implemented and how it worked out.
• The post also mentions a shift from Global Business Minute to Global Business Moment, made at viewers’ request.

For brands planning a campaign

The five directives form a content spine. A brand partner could apply them to its own expansion decisions across a post series or workshop, giving readers a reusable framework and the brand a natural mention at each step.

It shows how an early-stage founder is framed for a business audience and how the international market angle fits in.

Newcomb describes a first sit-down with Eugina Jordan, CEO and co-founder of YOUnifiedAI, after several years of being Chiefs and alums.

• The company had launched three months earlier, already had half a dozen customers, a technology platform and an advisory board, and was in a pre-seed raise that invited inquiries from accredited investors.
• As described, the product lets small business owners integrate stand-alone applications and replace heavy ERP systems that franchise owners, landscapers and similar businesses find overencumbering.
• A long-time trainer and coach of female founders, Newcomb says it is a pleasure to see someone doing well early.
• They thank Eugina Jordan for supporting The NewComm Global Group's international markets business development programs and look forward to collaborating on an international project.
• Photos are credited to Lucie Newcomb.
• Hashtags frame the post under Startups, GlobalBusiness and FemaleFounders.

For brands planning a campaign

This founder spotlight has a built-in international angle. A partner could fund or co-host short introductions to founders at small and mid-sized companies weighing overseas expansion, tying the brand to the market-entry conversation rather than the funding ask.

It shows the sponsorship pattern: a fast, plain reading of a data point with a direct offer attached.

Newcomb reports that the US economy lost 23,000 jobs last month, calling it a staggering loss and a sign of a slowing employment picture.

• The post says the loss is unlikely to be all AI-related, especially this early in the cycle, and flags an uptick of 5,000 manufacturing jobs as the bright spot.
• It links to an external article and closes with an offer of a brief complimentary consultation on global business shifts, opportunities and risk reduction, and on expanding reach and revenue streams overseas, with a contact email.
• Hashtag GlobalBusiness.

For brands planning a campaign

A recurring macro read with a fast turnaround and a consultation call to action. A partner brand could sponsor the monthly data commentary or supply the research Newcomb interprets for an audience making market-entry decisions.

It shows how Newcomb frames an alternative market.

Newcomb notes that ASEAN is seeing an uptick in manufacturing growth while US manufacturing growth appears to be declining, frames the post under GlobalBusiness and includes an external link.

For brands planning a campaign

A regional comparison that could suit a brand with an ASEAN footprint. Ask Newcomb about the frequency of a short comparative series on manufacturing momentum and the briefing behind it; this post is a one-line take plus a link.

Its five directives: review plans before reacting; keep current markets going ahead of developing new ones; use a downturn to reassess markets previously dismissed; evaluate technology that can carry operations through in-or-out scenarios; and set explicit walk-away criteria with a transition plan. The campaign began in 2016 as a six-to-eight-week initiative and has been extended through policy changes and the pandemic.

A long-running campaign frame built around a summary post and video episodes; at viewers' request, the format shifted from "Global Business Minute" to "Global Business Moment".

The relaunch post calls some topics "surprisingly simple" and repeats the 2016 list, a risk for brands seeking fresh angles rather than a decade-old frame.

For brands planning a campaign

Suits a sponsored content series or advisory stream on international market prioritization and risk reduction, where the buyer wants a sustained point of view rather than one-off commentary.

Examples: Source 1

Each post pairs the figure with a light interpretation tied to global business planning.

For brands planning a campaign

Usable for a recurring slot reacting to monthly or regional numbers, but it requires a fast turnaround and suits a brand seeking interpretation rather than headline repetition.

Examples: Source 1 · Source 2

They frame the meeting as a trainer and coach of female founders.

A first-person meeting recap combining company news, personal endorsement, and a mention of potential future collaboration.

The only post in the reviewed set that does not address markets, economic conditions, or trade policy.

For brands planning a campaign

Relevant to brands working in founder communities or small-business software. The posts mention this lane only once, so ask for more examples before treating founder profiles as a proven focus.

Examples: Source 1

The Staying Global post closes with the same contact details. This is the recurring offer, not a product pitch.

For brands planning a campaign

A brand considering an advisory or co-marketing relationship is evaluating a practitioner who uses content to generate consultation conversations, not a media property selling placements.

Examples: Source 1 · Source 2

They do not state whether they own, work for, or contract with the firm; ask them to clarify their role.

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No investment, client, or sponsorship relationship is stated.

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Cook stays on the operational layer: adapting products for local voltage and form factors, meeting certification requirements such as Mexico's NOM, handling INCOTERMS, pallet packing, and customs paperwork. Newcomb works at a higher level, examining whether and how to keep an international operation running through policy and economic disruption.

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Ilhan focuses on retail and fashion: helping European brands enter the US, placing them in department stores, running daily operations through a US fulfillment centre, and supporting Turkish e-export structures. Newcomb focuses on strategy and market choice under policy pressure, using economic data to prompt decisions.

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Both close with a direct offer to the reader.

Kumar focuses on the marketing function itself: demand generation, ABM, content leadership, and how AI has changed search, intent, and content structure. Newcomb focuses on cross-border business decisions, with marketing rarely the topic.

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The posts describe 18+ years of strategic B2B marketing, lead generation, multi-channel campaigns, ABM, and aligning marketing, sales, product, and leadership around growth, plus agency and in-house experience.

• One post is a newsletter section on how AI search is changing content discovery, covering intent, relevance, clarity, usefulness, quality over quantity, semantic search, content structure, and personalisation/localisation for B2B marketing, demand gen, ABM, content, and partner marketing.
• A consultancy wanting to co-produce content on modern B2B demand generation and AI-era SEO would get a more current marketing playbook than from Newcomb's trade and expansion-risk material.

The tradeoff is topical distance from a campaign focused on the core need: neither post addresses international market prioritization or risk reduction, and neither shows a country-entry decision framework.

• The posts also say that Kumar is exploring senior marketing roles and freelancing through Being Human Marketing, so the partnership would be with an individual marketing practitioner, not a documented creator program.
• If the partner needs cross-border market selection, ASEAN/US manufacturing comparison, or walk-away criteria, ask Lucie Newcomb how they would address those needs.

Examples: Source 1 · Source 2

The posts describe ROAD, a retail management agency that helps European brands enter the U.S. market, prepares them for success, places them in major department stores such as Nordstrom, and manages daily operations through a U.S. fulfillment center.

• One post also positions Istanbul as a global e-export hub and describes structured support around Turkish exporters through the Ministry of Trade and the Türkiye Exporters Assembly, covering marketplaces, e-export, overseas logistics, fulfillment, marketing, and international expansion.
• A global-expansion consultancy that wants a co-produced series on the operational path into retail and e-export markets would get concrete route-to-market detail that Newcomb's directive-level posts do not provide.

The tradeoff is that the posts are about agency services and promotional market-entry activity, not a thought-leadership framework for market prioritization and risk reduction.

• The commercial offer shown is ROAD's brand-entry service with a brand form.
• If the partner needs an editorial voice that explains why to enter or avoid a market, Newcomb's five directives remain closer to that need; Bashak ilhan is better when the deliverable is execution guidance—fulfillment, retail placement, e-export logistics.

Examples: Source 1 · Source 2

The posts are from a 'Grow Your International Sales' series.

• One part covers engineering and product management before exporting: checking physical usability, software/SaaS availability, Bluetooth or other protocols, voltage and frequency, form factor, and local design expectations; checking certification requirements such as NOM in Mexico and Colombia; and deciding whether a product must be adapted or reverse-engineered rather than assuming every current product will work overseas.
• Another part covers logistics and shipping: INCOTERMS such as FCA/FOB, CIF, and DAP; who holds legal possession and pays freight; packaging, markings, standard carton quantities, pallet labelling, shrink wrapping, customs paperwork, forwarder timing, and the reason international orders can be large.
• A partner that needs a buildable checklist or training series for export readiness would get more operational detail than from Newcomb's strategic directives.

The tradeoff is that these posts are older—published in 2023—and stop at operational mechanics.

• They do not offer a current market-prioritization framework, geopolitical risk assessment, or the five-directive decision loop in Newcomb's Staying Global relaunch.
• For a thought-leadership partnership that must advise a consultancy's clients on which markets to keep, add, or leave, ask for a current framework; these posts are narrower than the need.
• Tom Cook is better when the deliverable is a step-by-step export playbook for product, certification, and shipping decisions.

Examples: Source 1 · Source 2