Five Key Financial Considerations for International Expansion

By Ville Ojala, Director, CFO & Controlling Services at Staria

Expanding into international markets offers exciting growth opportunities—but it also brings added complexity to financial and administrative operations. At Staria, we support many growth companies navigating this journey. Here are five essential financial administration considerations, based on the most common questions we encounter:

1 What are the practical steps for international expansion, and who can help?

Setting up operations in a new country involves a range of legal, administrative, and financial tasks: registering the company, opening bank accounts, obtaining VAT numbers, notifying local authorities, and more. These requirements vary significantly between countries and can be time-consuming.

Early in the process, it’s worth deciding whether to engage local partners in each country or work with a multi-country service provider. A single provider can streamline incorporation, accounting, payroll, and legal services across multiple jurisdictions. On the other hand, managing a network of individual partners independently can be complex and resource-intensive. A trusted partner often brings access to a vetted and audited network, reducing risk and administrative burden.

2 Which systems should be used for accounting and payroll, and how is data consolidated?

When entering a new market, companies often rely on the financial systems of local partners. This approach allows for a quick start without major upfront investments. However, it typically requires manual consolidation during reporting.

As international operations expand, it’s wise to take a long-term view. Investing in a unified ERP system that spans all countries can significantly improve efficiency and enable data-driven decision-making. A consistent accounting model with a shared chart of accounts, dimension structure, and system integrations supports accurate and timely reporting.

Even if data comes from multiple sources, reporting tools can bring it together effectively, provided the structure and schedule are well planned.

3 How should reporting evolve as international growth progresses?

International expansion changes what stakeholders expect from reporting. Management, boards, and investors increasingly demand not just numbers, but insights delivered quickly and clearly.

While a unified reporting model is ideal, the priority should be identifying key business metrics, their frequency, and data sources. Data-driven management is about more than producing reports. It’s about delivering meaningful insights, enabling informed discussions, and ensuring data quality.

As operations grow, reporting structures often need to evolve by business unit, country, or product line. The organisation’s ability to use data effectively typically grows in phases, alongside its reporting maturity.

4 How do group structure, internal transactions, and taxation interconnect?

An international group structure introduces internal transactions, and with them, tax considerations. It’s important to proactively define:

• The role of each entity in the group

• What goods or services are exchanged internally

• How taxable income is generated in each country

Local tax authorities closely monitor compliance. Transfer pricing policies, documentation, and transaction models should be carefully planned to avoid future disputes.

Transfer pricing defines the prices used between legally separate entities within the same corporate group. Smaller groups may be exempt from the annual statutory obligation to prepare documentation proving that pricing is at arm’s length. However, this exemption can lead to the issue being overlooked entirely—raising the risk of tax disputes, higher effective tax rates, and unpleasant surprises during mergers or acquisitions. Proactive planning is key.

5 What kind of finance team and partner network best supports growth?

At different stages of internationalisation, companies need different types of financial expertise. In the early stages, outsourcing accounting and payroll is often sufficient. This model is scalable, ensures compliance, and provides flexibility such as coverage during absences.

As the company grows, bringing in a part-time controller or CFO can help build reporting capabilities, refine global processes, and support strategic decision-making. This can be a cost-effective bridge before hiring a full-time finance leader. A strong external expert can also ensure a smooth handover when transitioning to an internal team.

Ideally, your internal finance team and external specialists work together seamlessly, each bringing the right skills at the right time.

International expansion is more than market entry

Expanding internationally isn’t just about entering new markets, it’s about making smart decisions around systems, partners, reporting, and tax structures. When these foundations are built right from the start, growth becomes faster, smoother, and more sustainable.

Are you planning to expand internationally or build a finance team across multiple countries?We help companies operate efficiently across borders, combining hands-on financial support, system expertise, and strategic planning for growth. Contact us!