A VISTA Nataša Kalauz

Guest Nataša KalausHosted by Gordana GeulenšerMay 3, 2026

Nataša Kalaus

About this episode

What you'll hear in this conversation

The idea that companies should navigate global markets entirely on their own is a common one, often presented as a sign of true entrepreneurial spirit. But Nataša Kalaus, who spent nine years as the Director of Trade and Investment at the British Embassy, knows this isn't how the world's most successful trading nations operate. She saw firsthand how a major economy like the UK actively supports its businesses abroad, a strategy she says is far from 'naive.' Now a consultant, Nataša continues to connect Croatian companies with international opportunities, but with a clear view of the systemic support (or lack thereof) that shapes their success. This conversation challenges the notion of self-reliance in export, revealing why even the largest economies invest heavily in economic diplomacy, and what that means for businesses looking beyond their borders.

Insights from the conversation

What to take from this episode

The belief that businesses should navigate global markets without state support is naive. Nataša Kalaus, who served as Director of Trade and Investment at the British Embassy, points out that major economies like the UK maintain extensive economic diplomacy networks precisely because export is complex, even for large companies, and especially for small ones.

For small countries like Croatia, the advice to 'prove yourself at home first' is a strategic misstep. The guest argues that for an EU member, the true domestic market is the entire bloc of 500 million consumers, making international ambition a prerequisite for healthy growth, not an optional step after local success.

Exporting to familiar, highly competitive markets like Germany or Austria often traps companies in price wars. Nataša suggests that strategic market selection means looking beyond traditional partners to less saturated regions, where 'Made in EU' carries more weight and allows for value-based positioning rather than just competing on cost.

British economic diplomacy operates on a 'semi-commercial' model, where companies pay a heavily subsidized fee for embassy services. This commercial dynamic, even with significant state funding, professionalizes the relationship, ensuring clear expectations and accountability for measurable results, unlike typical public administration.

Entrepreneurs do not want the state to micromanage their business or hold their hand. The guest clarifies that the state's proper role in export is to build a supportive ecosystem that fosters competitiveness, and for economic diplomacy to open doors to foreign markets, not to lead or control individual companies.

Effective economic diplomacy doesn't just push a nation's products; it actively seeks specific market needs abroad and then matches those demands with suitable domestic companies. This demand-driven approach identifies genuine export opportunities, moving beyond general promotion to targeted commercial success.

In the modern European Union, where many political matters are centralized in Brussels, the role of a national ambassador has fundamentally shifted. Their primary task on the ground is now economic: to open doors, position their nation's companies, and secure commercial successes in foreign markets.

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