Exclusive Interview with the Swedish Pracademic and International Business Strategist Mr. Alex Matrsson

In an exclusive interview, Swedish pracademic and international business strategist Mr. Alex Matrsson illuminated the critical role of export policy in Central Asia. Mr. Matrsson began by underscoring that the world is becoming increasingly interconnected, with international business now a central pillar of economic development. As local markets reach their limits, he argued, all economies, including those in Central Asia, must adopt export-led strategies. Central Asia, Mr. Matrsson explained, has a storied legacy in global trade, and this legacy must be translated into contemporary success.

Mr. Matrsson elaborated that, while Central Asian companies, both large and small, are making strides, the right policy environment is crucial. He emphasized that export success hinges on the international market, a market built on relationships and networks. Central Asian firms already offer high-quality products and services; however, Mr. Matrsson argued, the government’s key role is fostering those global connections. Governments must lead by linking SMEs to international buyers, ensuring they find their first customers abroad. This can be achieved through dedicated organizations promoting business abroad and through diplomatic missions that open new doors.

Mr. Matrsson further argued that entrepreneurship training, business modeling, and strategy programs, while widespread, are not sufficient alone. The essential lever, he explained, is networking. Governments must not only provide training but also actively connect firms to global markets. After all, business does not internationalize in a single, uniform way. Some firms grow incrementally, building confidence over time; others leap forward through robust partnerships and entrepreneurial leadership. What unites all these paths, Mr. Matrsson asserted, is having the right conditions, knowledge, networks, financing, and institutional guidance, at the right time.

Public institutions, Mr. Matrsson argued, are instrumental in shaping these conditions. When regional and national support systems are aligned, clear, and grounded in business realities, enterprises accelerate and sustain global competitiveness. However, when support is fragmented or disconnected from real needs, ambition falters, and opportunities are lost. As Mr. Matrsson noted, the effectiveness of public support is not measured by the number of initiatives but by their clarity, continuity, and practical relevance.

Ultimately, as Mr. Matrsson stressed, international success depends as much on relationships as on resources. The firms that thrive abroad are those embedded in strong networks, connected to partners, markets, and expertise. Public institutions, he argued, must be conveners, dismantling barriers and building trust in a fast-changing global economy. Networks, he insisted, are no longer optional; they are essential.

Policy must therefore be crafted from the entrepreneur’s perspective. As Mr. Matrsson explained, support structures deliver results when they are simple to access, easy to understand, and adaptable at different growth stages. A one-size-fits-all approach is insufficient; instead, long-term commitment, hands-on guidance, and a strong regional presence are vital to turning potential into measurable success.

Mr. Matrsson concluded that the message is unmistakable: businesses cannot rely solely on domestic demand. Internationalization, he argued, is a strategic imperative, key to competitiveness, innovation, and job creation. When entrepreneurial ambition aligns with a coherent, responsive, and well-coordinated public support system, Mr. Matrsson argued, these enterprises do more than simply enter global markets, they elevate their nation’s standing. This is not merely a regional concern; it is a defining catalyst, one that will shape Central Asia’s trajectory on the world stage, driving innovation, competitiveness, and enduring prosperity for generations to come.