Final 12 months, Barry Leahey MBE – President of UK-based playground gear producer Playdale Playgrounds – was named Export Chief of the Yr after being recognised by the Cupboard Workplace, championing UK exporters and receiving an MBE for providers to worldwide commerce.
Over the course of his profession, he’s come to recognise what success appears to be like like when navigating worldwide markets. That is very true within the post-Brexit world, the place technique, model recognition and a willingness to adapt have turn out to be extra vital than ever.
We spoke to Leahey to find the teachings he’s learnt alongside the way in which, providing recommendation to UK producers on how they’ll thrive in European markets.
Since Brexit, how has your strategy to buying and selling with EU international locations advanced?
“Since Brexit, we’ve got constructed on the excessive degree of preparation that we had as a pre-Brexit danger register – shifting right into a part of inside schooling round customs checks and compliance,” says Leahey. “Due to the altering enterprise and authorized panorama, we diversified our distributors in some territories. This was as a result of a few of our current distributors couldn’t work with the brand new norm in the identical method that they used to.”
What have been the largest challenges for Playdale in sustaining robust relationships with European distributors or companions?
“Essentially the most important hurdle for Playdale – and I think about different SMEs – is having the bandwidth and sources to grasp precisely what the brand new logistical modifications and legal guidelines imply for his or her business,” says Leahey. “At Playdale, we’ve got taken the time to learn to use the instruments and sources obtainable to UK companies to simplify the transition.
“The logistics are an actual problem for SMEs – all of the related paperwork is certainly the largest change for the sector. The way in which we’ve got to commerce with Europe is now totally different. Nevertheless, Playdale was already coping with the remainder of the world on this foundation, so it was simpler for us to adapt to those modifications,” Leahey explains.
“We commonly speak to the federal government’s Division of Enterprise and Commerce crew and attend webinars on vital topics, which assist us familiarize yourself with modifications shortly.”
Are you able to give an instance of a selected EU nation the place Playdale has managed to develop its market share, and what you probably did to make that attainable?
“Now we have signed a number of strategic relationships within the Nordic international locations, with each a faculty provider and a lodge chain, which in flip have opened up higher alternatives in these markets,” confirms Leahey.
“We had been in a position to develop these relationships as a result of we’ve got a model presence within the market and a crew that professionally follows-up, making certain that we will get boots on the bottom when wanted.”
How do you see the present political and financial local weather in Europe influencing cross-border commerce alternatives?
“The present political and financial local weather in Europe presents a combined image. Whereas there’s a danger of latest laws and protectionist measures, there are additionally alternatives for a corporation like Playdale that’s well-prepared, centered on high quality and aligned with the EU’s long-term strategic targets on sustainability and resilience,” solutions Leahey.
“The important thing to responding to the political and financial local weather can be to stay agile, monitor regulatory modifications carefully and leverage our robust model repute to navigate this evolving panorama.”
What do UK exporters want to grasp about differing regulatory environments inside the EU in the present day?
“Whereas the EU maintains a single market, Brexit has launched a big layer of complexity for UK exporters – the important thing takeaway is which you could not assume alignment,” Leahey explains.
“You want to concentrate on each passive divergence, such because the EU’s new Normal Product Security Regulation – a big change that the UK has not absolutely aligned with – and energetic regulatory modifications.”
What sensible recommendation would you give to different UK producers making an attempt to scale exports into the EU in 2025?
“The EU is a really aggressive market. Throughout the COVID pandemic, it might have been powerful for commerce, however many international locations had a progressive mindset throughout this time and honed their give attention to digital advertising and manufacturing automation,” Leahey displays. “The results of these sudden modifications has made the panorama much more aggressive.
“Technique-wise, meaning I’d advocate strengthening your model identification and being able to adapt to worldwide tastes and markets. Sooner or later, politicians will proceed to open extra doorways, however it will likely be as much as British enterprise leaders to work onerous delivering on their particular person enterprise methods with a purpose to develop,” Leahey explains.
“That is attainable – Playdale is proof of that. But it surely all comes all the way down to being analytical in your decision-making, setting out a transparent technique, exploring new alternatives in international locations that you simply consider can be profitable for what you are promoting sector and, in any case that, it should come all the way down to how a lot you need to make it work.”
Bonus Query: What’s the largest lesson you’ve learnt on the subject of European commerce to this point in 2025?
“Whereas the preliminary Brexit transition was about adapting to a one-off change, the largest lesson from 2025 has been that post-Brexit commerce with the EU is a steady strategy of adaptation,” Leahey says.
“The regulatory setting is dynamic. Success hinges on a proactive strategy to monitoring, understanding and complying with a rulebook that’s always being up to date by a bloc that you’re not part of.
“The current EU/UK ‘reset’ reveals a willingness to scale back friction, however it additionally underscores the enduring actuality that regulatory alignment is now a strategic alternative, not a given.”
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