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Expanding into the Middle East is full of opportunity—but also full of challenges. Many companies underestimate the complexities of local business culture, regulations, and partnership dynamics, often making costly mistakes.

In this conversation, Bohuslav Lipovsky, founder of CE Interim Management Group, speaks with Nick Ayton, a veteran in business transformation and market entry. They discuss the biggest pitfalls companies face, the right strategies for successi jak Menedżerowie tymczasowi can help businesses scale faster while minimizing risk.

Now, let’s dive in.

Q&A: Bohuslav Lipovsky Interviews Nick Ayton

A World in Transition

I. Bohuslav Lipovsky:

Good afternoon, everybody. Today, we have an iconic date—February 20, 2025. The world is a very different place than it was just a month ago. We see politicians meeting at an unprecedented pace, reacting to rapid global changes. And the same goes for businesses. The environment is shifting, and companies must adapt.

Nazywam się Bohuslav Lipovsky. I’m the founder of CE Interim Management Group, where we support companies through turnarounds, transformations, and market entries w Europe, the USA, Mexico, and the Middle East.

I’m honored to have a distinguished guest with me today—Mr. Nick Ayton. He is a seasoned veteran, an interim manager and executive expert in transformation and turnaround.

Nick, welcome to my show. The stage is yours. Please introduce yourself.

Meet Nick Ayton

II. Nick Ayton:

Thank you, Bohuslav. It’s great to be here! The sun is shining, which is always a bonus. I just arrived from the UK, where it’s still winter and cold.

For those who may not know me, I’ve been involved in business transformation, market entry, and turnaround strategies for decades. I specialize in helping Western companies enter the Middle East market by navigating its complexities, identifying opportunities, and avoiding costly mistakes.

The Middle East is an incredibly dynamic region, full of potential, but it also presents unique challenges that companies must be prepared for. That’s where I come in—I help businesses develop sales, distribution, licensing, and partnership strategies without having to commit the full cost of setting up operations before generating revenue.

Biggest Mistakes Companies Make in the Middle East

I. Bohuslav Lipovsky:

That’s a fantastic introduction, Nick. Let’s dive into that a little more.

You mentioned that the Middle East offers great opportunities but also significant challenges. Many Western companies struggle when entering the region. In your experience, what are the biggest mistakes businesses make when expanding into the Middle East?

II. Nick Ayton:

Great question! I’d say the biggest mistake companies make is assuming that what works in Europe or the US will work in the Middle East. This is a completely different market with unique business customs, legal frameworks, and cultural expectations.

A few common mistakes I see:

Rushing in without a proper local strategy – Companies think they can apply a one-size-fits-all approach. That never works.
Underestimating relationship-building (Wasta) – Business in the Middle East is based on trust and long-term relationships. Deals don’t happen overnight.
Not understanding government regulations – Different regions have different business laws, licensing requirements, and ownership structures.
Ignoring the importance of the right local partners – Choosing the wrong distributor, agent, or sponsor can delay market entry by months—or even years.
Overinvesting too early – Some companies set up full-scale operations too soon before testing demand. Instead, they should focus on fractional representation oraz sales-first strategies to validate the market.

The Right Approach to Market Entry

I. Bohuslav Lipovsky:

That makes a lot of sense. So, if a company wants to succeed in the Middle East, they need a strategy that is flexible, locally adapted, and relationship-driven.

What’s your advice for companies looking to expand but unsure where to start?

II. Nick Ayton:

First, don’t go in blindly—start with research. Here’s a three-step process I recommend:

A) Validate the Market – Test demand before committing. Start with a fractional sales presence or distributor partnership rather than setting up an entity right away.

B) Secure a Trusted Local Partner – You need someone who understands the local business environment and can navigate regulations and business culture.

C) Build Relationships Before Transactions – Business is done through networks. You can’t just show up, pitch a product, and expect immediate sales.

If done correctly, the Middle East can be one of the most profitable regions for businesses, but you have to play the long game.

The Role of Interim Managers in Market Entry

I. Bohuslav Lipovsky:

Now, let’s talk about the role of Interim Management.

Przy CE Interim, we specialize in placing interim executives aby pomóc firmom navigate crisis situations, digital transformation, and international expansion. Many of our clients realize that they need temporary expertise to avoid costly mistakes.

How do you see the role of Menedżerowie tymczasowi w market entry and business transformation?

II. Nick Ayton:

Interim Managers are game-changers in market entry and transformation projects. Here’s why:

A) They provide instant expertise – Companies don’t always have the local market knowledge in-house, so hiring an interim executive eliminates the learning curve.

B) They help businesses avoid costly mistakes – Market expansion is expensive and high-risk. An interim executive can test the waters, validate strategies, and set up the right structures.

C) They bring flexibility – Businesses may need specialized leadership for only 6-12 months instead of hiring a permanent team too soon.

D) They solve crises quickly – If things go wrong—such as compliance issues, poor partner choices, or stalled sales—interim managers are brought in to fix the situation immediately.

Final Thoughts & Next Steps

I. Bohuslav Lipovsky:

Absolutely! That’s exactly what we see in our work at CE Interim. Our clients reduce risk, save money, and enter new markets faster when they bring in experienced interim executives.

Nick, this has been a fantastic conversation! Before we wrap up, any final thoughts for companies considering Middle East expansion?

II. Nick Ayton:

Yes—don’t wait too long. The Middle East is moving faster than everz major investments in technology, infrastructure, and international partnerships.

If you’re considering entering the region, start now. The right strategy, local support, and leadership expertise puszka make the difference between success and failure.