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by Allan Hoffman
[ More Job Q&As ]
Mark Elder was born in Singapore to Irish parents (his father was in the Royal Air Force), and has spent his career in the Far East, Europe, and now the US, where he is currently vice president of specialty practices at TIS Worldwide in New York. Elder, who is 34 years old and holds a British passport, has also worked in London, Amsterdam, Zurich, Brussels, Singapore, Hong Kong, Japan and Malaysia. A specialist in business process automation, he enjoys the entrepreneurial attitude of the US workplace.
Monster.com: How did you end up working in the US?
Mark Elder: I worked in the Far East for a little while and in various parts of Europe. I went back to London and worked there from 1993 to late 1994. I love to travel, and I was getting a little bored with being in one place. I spotted an advertisement in a local computer publication; an American company was looking for candidates with certain skill sets, and they were prepared to sponsor someone to work in the US. I had never worked in the US before, but thought it might be fun. I sent my resume over to them, and they called back an hour later and asked me to come for an interview in a London hotel. They made me an offer and I arrived in the US in January 1995. I've been here just over five years.
Mc: How have you found working in the US?
ME: I've enjoyed it. It's the longest I've ever been in one place in my professional career. I guess that the more entrepreneurial culture suits my personality. It's a culture in which someone who thrives on innovation and being on the cutting edge can do pretty well, and I guess I've done pretty well.
Mc: How would you say working in the US compares to working in the Far East or Europe?
ME: The business culture of each region is very different. There tends to be more of an in your face, let's get results kind of approach in the US. It's much more hard hitting. In the Far East, the business culture is much different, particularly the Asian cultures. There's a certain amount of ritual involved in doing business, in ways of conducting meetings or dealing with people. Things you take for granted in the US might not go down so well. The UK business culture has more in common with the US, as they've pretty much kept in step since the Thatcher and Reagan years, in terms of monetary policy and industry growth. Europe is a little bit more of a command economy, which is a nice way of saying socialism. There's more government intervention in industry and in your life. It's harder to be an entrepreneur in Europe than in England or the US.
Mc: You've traveled quite a bit in your career. What's the attraction?
ME: It's the old saying, "Travel broadens the mind." I think if you've done business in the multiple geographic quadrants of the world it gives you an unbeatable edge in looking at things from a higher level. You have a perspective from different business cultures. If you are an "agent of change" kind of personality, those different types of experiences are a valuable asset.
Mc: Do you have any anecdotes or tips about doing business in other cultures?
ME: There are some curious quirks about getting on in the Far East. If you want to make an impression on a businessman in a meeting, or if you're going to have a meeting with your Asian counterpart, bring a six-pack of chewing gum. It's illegal to sell it in Singapore. You can bring it in, but you just can't buy it anywhere. It's a very sanitary country and they don't like it on the sidewalks. If you want to smooth the way in Japan, a nice bottle of French cognac or Scotch whiskey will get you unlimited cooperation; they are taxed to the roof in Japan.
Mc: How have you handled the language differences? Do you mainly get by with English?
ME: I cope with knowing English. What I find is -- and would recommend if you travel a lot-- is to always learn the basics. If you at least attempt to speak the language in basic business greetings, the cooperation will be much better. They'll know you've made an effort. It is particularly true in France. They nearly all speak English, but if you start speaking to them in English, they'll speak back to you in French. They'll be annoyed that you didn't try to speak French.
Mc: How are you finding New York?
ME: The rest of the US regards New York almost as a separate country -- and New Yorkers regard the rest of the US as a separate country. That's the impression I get. New York is not for the fainthearted. If you're an easily intimidated person, it can be an unpleasant place to live. But if you're a city person, it has few equals in the world.
Mc: What do you do in your job?
ME: My actual formal role is senior vice president of specialty practices. I run one of the divisions of TIS Worldwide. The management consulting division of the company, which is referred to as e-business strategies, is in this group. They are essentially the management consulting arm of the company. Another group that's part of the division is e-learning solutions, which is working on some innovative stuff in the business learning and online education market.
Mc: What advice do you have for someone thinking about working in another country?
ME: The biggest mistake people make when they go to work abroad is they try to make the local culture fit theirs. You have to be prepared to assimilate: When in Rome, do as the Romans do. You have to be prepared to do things the way they are done in that country. Otherwise, daily tasks, like eating out, for example, can be uncomfortable. When I arrived here, I didn't know a soul. But I did my research, and it smoothed my transition. Do your homework.