Latest / The Internal Move Podcast with Fexingo: Lateral Roles, Internal Transfers, and Staying at Your Company / How to Use an Internal Transfer to Gain International Experience
Transcript
- Lucas: So Luna, I’ve been thinking about a move that’s a little more ambitious than the usual lateral transfer to a different department or a new function. Luna: Oh yeah? What’s that? Lucas: Using an internal transfer to go international. Moving to a different country, but staying with the same company. It’s a strategy that combines all the advantages we talk about on this show — existing relationships, institutional knowledge, a track record — with a huge personal and professional growth opportunity. Luna: That’s interesting because most people think of international moves as something you do when you join a new company, or maybe as a one-off expat assignment. But staying with the same employer can actually make the whole process much smoother. Lucas: Exactly. And it’s surprisingly common at large multinationals. A friend of mine — let’s call her Priya — was a marketing manager at a global consumer goods company, based in Chicago. She spent about four years there, did well, built a reputation. But she wanted to live abroad, and she knew the company had a big office in Singapore. Luna: So she didn’t just quit and apply to a Singapore-based company. She used her internal network. Lucas: Right. She had coffee with a senior leader in the Asia-Pacific division who was visiting Chicago. She mentioned her interest in a rotational assignment. Six months later, she was offered a role in Singapore — same level, but a lateral move to a regional marketing position. Luna: And the compensation part is tricky, right? Cost of living, tax differences, maybe even a housing allowance. Lucas: It is. But here’s the thing — as an internal candidate, you have leverage. Priya’s company had a formal global mobility policy. She negotiated a cost of living adjustment — about 15 percent on top of her base salary — plus a relocation package that covered her move and temporary housing for a month. She also got help with her visa, which the company’s legal team handled. Luna: That’s huge. Visa sponsorship as an external hire can be a nightmare. Companies often hesitate because they don’t know you. But if you’re already a known performer, they’re much more willing to invest in that paperwork. Lucas: Exactly. And the cultural integration piece — when you move internally, you already speak the company language. You know the acronyms, the reporting structure, the unwritten rules. So you’re not starting from zero on both fronts: new country and new company. Luna: That’s a real advantage. I’ve seen external hires burn out because they’re trying to figure out how to buy groceries and how to navigate a new corporate culture at the same time. Lucas: Right. Priya told me her first three months were still hard — learning the local market, building relationships from scratch in the regional team. But she said she could lean on her global network from Chicago. She’d email people she knew in other regions and ask, ‘Hey, how do we handle this kind of campaign in your market?’ That would have been much harder as an outsider. Luna: And career-wise, how did it work out for her? Lucas: After two years in Singapore, she was promoted to a regional marketing director role covering Southeast Asia. She’s now back in the US as a global brand lead, and she credits that international assignment as the turning point. It gave her visibility with senior leaders in a different region and a track record of managing cross-cultural teams. Luna: So it’s not just a life experience — it’s a strategic career move. And I think a lot of people don’t realize they can do this. They assume international moves are only for senior executives or for people who get a specific expat package. Lucas: Exactly. That’s the myth we want to bust. Many large companies have what they call ‘global mobility programs’ or ‘international assignment policies.’ But even if yours doesn’t have a formal program, you can often negotiate a transfer if you find the right role and the right manager. The key is to start the conversation early, build relationships with people in the target region, and make a business case for why the move benefits the company, not just you. Luna: And that business case — what does it look like? Lucas: Think about it. Why would a company want to send you abroad? Because you bring institutional knowledge, you’re a known quantity, and you can help transfer best practices between offices. You might also fill a skill gap that’s hard to hire for locally. So your pitch should be: ‘I understand the global strategy, and I can implement it in this region faster than an external hire could.’ Luna: That’s a good framing. And it’s worth noting that the time horizon matters. An internal international transfer isn’t always permanent. Some people do a two-year rotation and then come back to headquarters with a broader perspective. Lucas: Exactly. And that kind of stint is often viewed very favorably for promotion down the line. It shows adaptability, cultural intelligence, and the ability to operate without a safety net. I mean, that’s the kind of signal that separates a good candidate from a great one. Luna: So if someone listening is inspired by Priya’s story, what’s the first step? Lucas: First, check your company’s internal job board. Look at roles in other countries. See what’s posted. Then, identify a few people in the target region — ideally in your function or a related one — and schedule informational interviews. You’re not asking for a job yet; you’re learning about the market, the team culture, the challenges. That builds relationships and gives you intelligence. Luna: And maybe find a mentor who has done an international move within the company. They can give you the real scoop on compensation, timing, and politics. Lucas: Great point. And one more thing: be prepared for the compensation conversation. Research cost of living differences. The company might use a tool like Mercer or ECA to calculate adjustments. But if you come with data — rent prices, tax rates, healthcare costs — you’re in a stronger position. Luna: Before we move on, I want to circle back to something you said earlier about leverage. It’s a really important theme in this show — that as an internal candidate, you have more power than you think. And that’s one of the reasons we keep doing this podcast ad-free. We want these insights to be freely available, not locked behind a paywall or interrupted by commercials. Lucas: Absolutely. The whole point is to give you practical, honest advice that helps you navigate your career without the noise. If that resonates, and you want to support the work we do, the simplest way is to buy me a coffee dot com slash fexingo. It’s a small gesture that helps us keep the show independent and focused on what matters to you. Luna: And we really appreciate every bit of support. It makes a difference. So thanks for being part of this community. Lucas: Alright, back to international transfers. One more thing I want to highlight: the timing. The best time to start planting seeds for an international move is about six to twelve months before you actually want to go. That gives you time to build relationships, find the right role, and navigate the internal processes. Priya’s move took about eight months from the first conversation to the start date. Luna: So patience is key. But also, don’t be shy about expressing your interest. Your manager might not even know you’re interested in an international move until you bring it up. Lucas: Right. And in some companies, the manager might be supportive because it helps build a global talent pipeline. They might even see it as a sign of ambition. So don’t assume it’s a negative thing to say, ‘Hey, I’d love to spend some time in our Tokyo office.’ Luna: What about the tax implications? That’s something people might not think about. Lucas: Good question. If you move from the US to Singapore, for example, you’ll need to understand the tax treaty. Many companies provide tax equalization — meaning they make sure you don’t pay more or less tax than you would have in your home country. But you should ask HR about that upfront. Also, think about retirement accounts, healthcare, and any stock options. Those can get complicated across borders. Luna: So it’s not just a simple transfer. There’s a whole layer of logistics. But the payoff can be enormous. Lucas: Yeah. Personally, I think international experience is one of the most undervalued career accelerators. It forces you to grow in ways that a domestic role just doesn’t. And doing it within your own company removes a lot of the risk. Luna: Alright, I’m sold. I might start looking at those internal job boards myself. Lucas: Go for it. And let us know how it goes. We love hearing listener stories. Luna: And if you have a story about an internal international transfer — or any internal move — we’d love to hear from you. You can reach us through the show website. Lucas: That’s all for this episode of The Internal Move Podcast. We’ll be back next week with another strategy to help you grow your career without leaving your company. Thanks for listening.