Bri­an Benoit

TTC­SI’s chief trade

and tech­ni­cal of­fi­cer

For too long, the ex­port con­ver­sa­tion in T&T has been framed too nar­row­ly.

When many peo­ple hear the word ex­port, they still think first of goods. They think of prod­ucts be­ing man­u­fac­tured, pack­aged, shipped and sold over­seas. That re­mains an im­por­tant part of trade, but it is no longer the whole sto­ry.

In the mod­ern econ­o­my, val­ue cross­es bor­ders not on­ly through goods, but through ex­per­tise, de­sign, dig­i­tal de­liv­ery, ad­vi­so­ry work, train­ing, lo­gis­tics sup­port, en­gi­neer­ing, tourism ex­pe­ri­ences and oth­er pro­fes­sion­al ser­vices.

Glob­al com­mer­cial ser­vices ex­ports reached US$8.69 tril­lion in 2024, and in 2025 ser­vices ac­count­ed for 27.6 per cent of world trade, the high­est share record­ed since 2005.

A busi­ness is ex­port­ing when­ev­er it earns rev­enue from a client out­side of T&T. That ex­port may come through con­sul­tan­cy, train­ing, de­sign, soft­ware, dig­i­tal so­lu­tions, en­gi­neer­ing sup­port, pro­fes­sion­al ad­vi­so­ry ser­vices, tourism ex­pe­ri­ences, cre­ative work, ed­u­ca­tion, lo­gis­tics co­or­di­na­tion or tech­ni­cal ex­per­tise de­liv­ered to a for­eign mar­ket. In oth­er words, ex­ports are not on­ly what leaves in a box.

Ex­ports are al­so what is de­liv­ered through knowl­edge, skill, sys­tems and pro­fes­sion­al ser­vice.

That dis­tinc­tion mat­ters be­cause it changes how we think about growth.

If T&T is se­ri­ous about di­ver­si­fi­ca­tion, for­eign ex­change and build­ing a stronger pri­vate sec­tor, then ser­vices ex­ports can no longer be treat­ed as a sec­ondary is­sue. They must be placed much clos­er to the cen­tre of our na­tion­al busi­ness agen­da.

Ser­vices al­ready con­tribute near­ly 60 per cent of na­tion­al GDP and sup­port the vast ma­jor­i­ty of em­ploy­ment, yet many of our com­pa­nies still un­der­es­ti­mate the val­ue of the ex­per­tise that ex­ter­nal mar­kets are will­ing to buy.

The re­al ques­tion is whether we are help­ing firms pack­age, po­si­tion and pur­sue those op­por­tu­ni­ties with enough struc­ture and com­mer­cial fo­cus.

This is where the na­tion­al con­ver­sa­tion must be­come more ma­ture.

Too of­ten, ex­port­ing is treat­ed as a mo­ment in­stead of a process. A com­pa­ny at­tends a mis­sion, joins a fo­rum, par­tic­i­pates in a buy­er meet­ing, makes a use­ful con­tact and be­lieves the ex­port work has be­gun and end­ed there. It has not.

Ex­po­sure is use­ful, but ex­po­sure alone does not cre­ate in­come. Vis­i­bil­i­ty alone does not cre­ate con­tracts. In­ter­na­tion­al busi­ness grows when a com­pa­ny un­der­stands the mar­ket it is en­ter­ing, de­fines its of­fer clear­ly, presents it­self pro­fes­sion­al­ly, fol­lows up con­sis­tent­ly and stays en­gaged long enough to con­vert in­ter­est in­to busi­ness. That is where too much val­ue is still be­ing lost.

A ser­vice provider look­ing out­ward must be able to an­swer a few ba­sic but de­ci­sive ques­tions. What ex­act­ly is be­ing sold? Which cus­tomer is most like­ly to buy it? What prob­lem does it solve? How is it priced? How does it com­pare with al­ter­na­tives al­ready in the mar­ket? What proof of re­li­a­bil­i­ty, qual­i­ty or ex­pe­ri­ence can be shown to a prospec­tive buy­er? These are not mi­nor de­tails.

In ser­vices, they shape whether a busi­ness is tak­en se­ri­ous­ly from the first in­ter­ac­tion. A for­eign client may nev­er step in­to your of­fice be­fore mak­ing a de­ci­sion. That client is judg­ing the busi­ness through its pro­file, pro­pos­al, re­spon­sive­ness, track record and clar­i­ty of com­mu­ni­ca­tion.

This is al­so why trade mis­sions must be treat­ed as com­mer­cial plat­forms, not cer­e­mo­ni­al vis­its. A mis­sion should nev­er be re­duced to a trav­el ex­er­cise or a round of gener­ic net­work­ing. It should be built around mar­ket in­tel­li­gence, a clear un­der­stand­ing of where de­mand sits, the right prospect pro­file and prop­er­ly pre­pared busi­ness­es en­ter­ing those con­ver­sa­tions with pur­pose.

The mis­sion it­self is on­ly one part of the equa­tion. The ground­work be­fore it and the dis­ci­pline af­ter it are what de­ter­mine whether op­por­tu­ni­ty is ac­tu­al­ly cap­tured.

The val­ue is not sim­ply in be­ing present. The val­ue lies in en­ter­ing the mar­ket with in­ten­tion, un­der­stand­ing where ser­vices from T&T can find trac­tion, iden­ti­fy­ing the right busi­ness coun­ter­parts and en­sur­ing that meet­ings lead to next steps that can be pur­sued me­thod­i­cal­ly.

A mar­ket mis­sion should sharp­en po­si­tion­ing, deep­en mar­ket un­der­stand­ing and open doors to re­la­tion­ships that can be de­vel­oped in­to rev­enue. That on­ly hap­pens when prepa­ra­tion is se­ri­ous and fol­low-through is sus­tained.

The de­vel­op­ment of ser­vices ex­ports can­not be left to chance. It re­quires or­gan­i­sa­tion, di­rec­tion, mar­ket in­tel­li­gence, prac­ti­cal sup­port and sus­tained busi­ness en­gage­ment. That is pre­cise­ly why bod­ies such as the T&T Coali­tion of Ser­vices In­dus­tries have an im­por­tant role to play.

Our fo­cus is not sim­ply to speak about the po­ten­tial of the ser­vices sec­tor in broad terms. It is to help cre­ate the con­di­tions in which firms can move out­ward with greater clar­i­ty, stronger po­si­tion­ing and bet­ter com­mer­cial prospects. It is to sup­port the ex­pan­sion of T&T’s ser­vices econ­o­my by help­ing busi­ness­es think be­yond the do­mes­tic mar­ket and act with greater pur­pose in ex­ter­nal ones.

That work be­comes even more im­por­tant at a time when the coun­try must sharp­en its ap­proach to non-en­er­gy growth.

What is need­ed now is a more dis­ci­plined ex­port cul­ture among ser­vice providers. Busi­ness­es must be­gin to view ex­ports not as an oc­ca­sion­al add-on, but as a se­ri­ous line of com­mer­cial growth. That means stronger com­pa­ny pro­files, sharp­er ser­vice pack­ag­ing, bet­ter mar­ket re­search, more dis­ci­plined buy­er tar­get­ing, stronger pro­pos­als and more con­sis­tent post-meet­ing en­gage­ment. It means un­der­stand­ing that the af­ter­care process is of­ten where the re­al ex­port work be­gins. Many op­por­tu­ni­ties are not lost in the first meet­ing. They are lost in the weak fol­low-up that comes af­ter it.

The glob­al num­bers are al­ready telling the sto­ry. World trade in goods and com­mer­cial ser­vices reached US$34.65 tril­lion in 2025, with ser­vices ex­pand­ing faster than goods and tak­ing a larg­er share of to­tal trade.

Re­cent UNC­TAD and WTO re­port­ing al­so shows that world ser­vices ex­ports sur­passed US$9.5 tril­lion in 2025, mark­ing an­oth­er year of strong growth.

For small­er economies, that should be read as a sig­nal, not a sta­tis­tic. The space for ser­vices is grow­ing. The ques­tion is whether enough busi­ness­es in T&T are be­ing po­si­tioned to claim their share of it.

The call to ac­tion is there­fore clear. More busi­ness­es in T&T, es­pe­cial­ly those in pro­fes­sion­al, tech­ni­cal, dig­i­tal, ed­u­ca­tion­al, cre­ative and ad­vi­so­ry fields, need to as­sess their work through an ex­port lens and be­gin prepar­ing for ex­ter­nal mar­kets with greater se­ri­ous­ness. They need to ask whether what they of­fer can solve a prob­lem be­yond our bor­ders, whether it is be­ing pack­aged strong­ly enough and whether it is be­ing pre­sent­ed with the lev­el of con­fi­dence in­ter­na­tion­al buy­ers ex­pect.

And TTC­SI, with its re­spon­si­bil­i­ty for trade in ser­vices, will con­tin­ue to lead with pur­pose be­cause the fu­ture of ex­ports will not be shaped on­ly by what leaves our ports.

It will al­so be shaped by what leaves our lap­tops, our board­rooms, our stu­dios, our class­rooms and our ex­per­tise. That is where much of the next phase of growth lies, and that is ex­act­ly why the ser­vices ex­port agen­da must now move from dis­cus­sion to well-or­gan­ised ac­tion.