SME Q&A: Expanding into the UK market

Expanding into a new market is rarely straight-forward – and the UK is no exception. In this SME Q&A, our contributors share their experiences of entering and growing in the UK market. They answer two key questions: What has been the most significant challenge your business has faced when expanding into the UK market, and how did you overcome it? As well as what advice would you give to other SMEs considering entering or growing in the UK market? Together, their insights offer a grounded look at both the hurdles and the opportunities of taking this step. 

Samuel Repfennig, VP Internationalization, Tendium

What has been the most significant challenge your business has faced when expanding into the UK market, and how did you overcome it?
One of the biggest challenges was navigating the complexity and scale of the UK’s public procurement landscape compared to the Nordics. While the Nordic markets are highly transparent and often on a smaller, more standardised scale, the UK’s procurement environment is considerably larger and more fragmented, with varying frameworks, regional authorities, and differing approaches to supplier engagement.

Although not fully there yet, we have taken a structured and research-driven approach and have looked to map the market carefully, define our target customer segments, and ensure our product is able to deliver genuine value to customers and offer something over and above our competitors.

What advice would you give to other SMEs considering entering or growing in the UK market?
Don’t hesitate to ask for help! We’ve been warmly welcomed by organisations such as SCC UK and Business Sweden, and feel a strong will to support our expansion. For us as a venture capital backed startup, we’ve also received a lot of support from our investors and their networks.

But also, before doing so, it really really helps to understand quite concretely what it is you want and need help with. If you can articulate that, and what you think you can feasibly achieve yourself quite quickly vs. something you deem an unknown/unfeasible, collaboration and support will be much more efficient.

Isabell Aakervik, Chief Expansion Officer, Sitoo

What has been the most significant challenge your business has faced when expanding into the UK market, and how did you overcome it?
One of the biggest challenges when entering the UK is building trust and credibility as a new vendor with a modern solution. Even if your platform is more flexible or better suited for today’s retail landscape, many businesses still prefer the vendors they already know because it feels familiar and safe.

The key is to stay focused and make it simple for customers to understand why you’re worth switching to. In a market full of established players, you’re competing with comfort as much as features. Start small, show real results early, and let strong customer cases speak for themselves. When customers see the advantages and realise switching isn’t as risky as they thought, you start to gain traction. Consistency, focus, and patience are essential in the UK market.

What advice would you give to other SMEs considering entering or growing in the UK market?
Keep things focused and invest time in understanding the UK market. Local knowledge makes a big difference, knowing their challenges and what they expect helps you avoid missteps. Start small, build a few strong customer wins, and let those results speak for themselves. Stay focused and consistent, don’t rush. Trust takes time in the UK.

Thomas Heneker, Head of Content Operations, Readly

What has been the most significant challenge your business has faced when expanding into the UK market, and how did you overcome it?
The biggest challenge in the UK was finding and keeping the right audience at scale. People are increasingly hard to reach, more price-sensitive, and they don’t respond to our brand or value proposition in the same way as in our other markets. What works in Sweden simply doesn’t translate one-to-one to the UK.

We did not enter and grow the market with a centrally driven playbook alone. We put a dedicated UK team on the ground and their local knowledge has been crucial in decision-making and shaping everything from marketing efforts to building relationships with publishers. In parallel, we work closely with our colleagues in Sweden to evolve the product based on the feedback and insights coming from the UK. 

What advice would you give to other SMEs considering entering or growing in the UK market?
Set up a proper local presence and hire people who really know the UK market, customers and rules – they’ll build relationships, read local habits and help you operate with confidence. Make your Swedish roots part of the story: quality, design and sustainability are strong, trusted selling points for British customers and partners. Work with reliable partners to speed up introductions and solve practical challenges. And of course, talk to the Swedish Chamber of Commerce – they’re excellent for market insight, useful introductions and hands-on support, so you can grow while keeping your Swedish identity.

Charlotte Housden, Managing Director UK, Mindler

What has been the most significant challenge your business has faced when expanding into the UK market, and how did you overcome it?
At Mindler, we focus on the UK mental healthcare sector, particularly the NHS and private insurance. These markets are complex, relationship-based, and regulated. Initially our success came from hiring UK talent with deep health-system expertise, and aligning everyone behind a clear vision. We knew Mindler couldn’t achieve its vision through organic growth alone, so we acquired ieso UK, a leading provider of online mental health treatment to the NHS. The strategic acquisition of ieso UK was important, as it has expanded our clinical depth, and footprint. Together, we are now one of the largest digital mental-health providers in Europe, with a model designed specifically for the UK.

What advice would you give to other SMEs considering entering or growing in the UK market?
For SMEs entering the UK healthcare market, I’d emphasise three essentials: invest early in local expertise, have a clear and ambitious vision, and build strategies that turn that vision into measurable progress. The NHS and private sectors need partners who genuinely understand how the system works and can demonstrate outcomes that matter. Surround yourself with people who know the UK healthcare landscape inside out, stay persistent, and remain adaptable. Recognise that organic growth may not always be enough; strategic partnerships or acquisitions can accelerate your impact.

Sebastian Gordon, Founder, Rocket Padel

What has been the most significant challenge your business has faced when expanding into the UK market, and how did you overcome it?
The biggest challenge has undoubtedly been navigating the UK’s layers of planning processes, local council regulations, and general red tape. It’s a market that rewards persistence – but also tests your patience. We quickly learned that success here isn’t about cutting corners; it’s about understanding the system, working within it, and building strong local relationships. By surrounding ourselves with great advisors and maintaining a proactive dialogue with councils and communities, we’ve managed to turn obstacles into progress. Once you embrace the process, you realise it’s less about bureaucracy and more about building credibility.

What advice would you give to other SMEs considering entering or growing in the UK market?
Don’t be afraid – and don’t give up. The UK can seem complex at first, but it’s also incredibly open to those who show commitment. My advice is simple: ask for help. I’ve never met anyone here unwilling to assist if you approach them with genuine curiosity and respect. The market rewards collaboration, transparency, and long-term thinking. Learn how the system works – from planning to financing – and then play by its rules. It might feel slow at first, but the momentum you build will be real and sustainable.