We used to think great leaders were built entirely in house. Then we started sending our high potential managers on international placements, and watched something shift. The ones who spent a year running teams outside their home market came back different. Sharper judgment calls. More comfortable with ambiguity. Faster to challenge their own assumptions instead of defaulting to “this is how we’ve always done it.” That is not a coincidence. When you take someone out of an environment built to make things easy for them, they have to rebuild their instincts from scratch. That process is uncomfortable. It is also exactly what strategic leadership requires. As we grow across the region, we are doubling down on this. Not as a perk. Not as a reward for tenure. As a core part of how we develop the people who will run this business in ten years. If you are building a leadership pipeline and it has never required anyone to lead somewhere unfamiliar, that gap is worth a hard look. We would rather build that capability now than compete for it later.