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UK export: how Sensory International is unlocking global potential

Selling to the rest of the world creates huge new opportunities as well as unique financial challenges. Managing director Matt Glossop shares his top tips for navigating international trade.

With over 20 years in the business alongside business partner and co-director Neil Sherman – both former yacht captains – they have a unique perspective on how UK businesses could expand their horizons.

Matt shares his insights into the company’s strategies, challenges, and opportunities in international trade.

Finding a unique strategy for growth

Sensory International thrives on handling large, sophisticated projects that demand exceptional standards. The company’s portfolio includes installations in some of the world’s most exclusive properties, such as a 120,000-square-foot residence in London and superyachts up to 100 meters long.

“Our focus is on delivering complex projects, whether on land or at sea,” Matt says. “This strategy allows us to stand out, particularly in a sector where competition among smaller firms is intense.”

The company’s expertise spans design, programming, project management, installation and ongoing support. Its ability to execute intricate projects is matched by an emphasis on consultancy and long-term client relationships.

Navigating international waters

Operating in a global market, Sensory International finds its main opportunities in Europe and emerging hubs like Turkey. While Brexit posed initial barriers, Matt notes: “We trade pretty freely with shipyards in Northern Europe, and this has continued to be a strong area for us.”

Growth in the superyacht sector remains robust, with the mid-range market (60–80 meters) as a sweet spot for Sensory International. “These projects are significant but manageable, allowing us to maintain quality while controlling overheads.”

Overcoming challenges in supply chains and technology

Like many exporters, Sensory International has faced supply chain disruptions, with some component lead times stretching beyond a year during the pandemic. The business purchases high-tech, high-end stock from its suppliers, and mitigated these challenges by leveraging long project timelines — typically 24 to 30 months.

Technology investment has also played a role. While the company hasn’t yet adopted AI, it relies on its proprietary back-office system for operations and is exploring more advanced software solutions for future use.

Getting fit for the future

Established relationships with European shipyards and private high-net-worth buyers means balancing client and team needs. “Customers and staff are equally important,” he emphasises. Sensory International fosters a supportive workplace, which has resulted in low staff turnover and career development opportunities.

Expanding its sales team is a key priority for 2025, along with potentially establishing engineering bases in key international markets. However, the core technical expertise will remain rooted in the UK.

Matt says financial partnerships have been instrumental in supporting Sensory International’s growth. A trade facility has eased the cash flow constraints associated with large, international projects for example, allowing the business to manage working capital effectively and focus on delivering “exceptional results”.

Working capital: key considerations for UK exporters

Key working capital considerations for UK exporters include:

  • Effective cash flow management: Vital when trading internationally due to longer payment cycles and the added complexity of cross-border transactions.
  • Risk mitigation  in payment collection: Ensuring timely and secure payment is a top priority when dealing with international clients.
  • Building relationships with buyers: Strong relationships with  clients could reduce payment-related risks.

Looking ahead

Matt and his team take pride in having built a globally recognised business in the North West of England, providing local talent with opportunities to work on prestigious international projects.

“We’ve survived and thrived,” he says. “Our future is bright, with a strong team ready to lead the company forward and sail the Sensory ship into the future.”

Rachael Lawrence, Relationship Manager and Stuart Wood, Trade Finance Manager for the bank, say: “Working with a business such as Sensory International is a privilege. We understand the importance and challenges of international trade, and we make it our mission to help businesses grow globally with ease. We’re delighted to support the business expand upon its already strong growth internationally.”

Top tips for exporters

  1. Define your niche: Identify a specific market segment where your business can excel and focus on delivering exceptional value.
  2. Plan for the long term: Develop strategies to manage challenges like supply chain delays by aligning them with your project timelines.
  3. Build strong relationships: Whether with clients, suppliers, or financial partners, cultivating long-term relationships is crucial for sustained success.
  4. Invest in technology: Leverage technology to streamline operations and enhance efficiency, but ensure it aligns with your business model.
  5. Prioritise team development: A skilled, motivated team is essential for delivering quality and ensuring business continuity.

Engage with trade advisers and financial specialists to tailor solutions that meet your specific export needs.

 

These partnerships could provide vital tools to protect your business and ensure smooth operations across borders.

 

Find out how we could support you in trading with the world.

 

For more specialist insights visit our Trade Hub.

This material is published by NatWest Group plc (“NatWest Group”), for information purposes only and should not be regarded as providing any specific advice. Recipients should make their own independent evaluation of this information and no action should be taken, solely relying on it. This material should not be reproduced or disclosed without our consent. It is not intended for distribution in any jurisdiction in which this would be prohibited. Whilst this information is believed to be reliable, it has not been independently verified by NatWest Group and NatWest Group makes no representation or warranty (express or implied) of any kind, as regards the accuracy or completeness of this information, nor does it accept any responsibility or liability for any loss or damage arising in any way from any use made of or reliance placed on, this information. Unless otherwise stated, any views, forecasts, or estimates are solely those of NatWest Group, as of this date and are subject to change without notice. Copyright © NatWest Group. All rights reserved.

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