In a few words, could you present Helaba, Landesbank Hessen-Thuringia and its international history?
Michael: Helaba acts as the central institution for the savings banks in Hesse, Thuringia, North Rhine-Westphalia, and Brandenburg, making us a strong partner for 40 percent of Germany’s savings banks within the Sparkassen-Finanzgruppe (S-Group). Our business model combines traditional corporate banking with capital markets activities, bringing together large-corporate banking, a comprehensive product and service platform, and joint market development with the savings banks. Internationally, Helaba has evolved from a largely regional bank into a reliable partner for German and international corporate clients, with a key focus on export-oriented companies. Our development is guided by three core principles: customer proximity, pooling of expertise within the S-Group, and a clear focus on international business. We are now a key partner for over 300 savings banks and their corporate clients in Germany, enabling them to offer professional international trade services. We see ourselves as a solutions provider for the international business of our direct clients and the savings banks, complemented by partnerships such as the one with Altios.
What have been the key stages of your international development?
Michael: I see several milestones. First, the deliberate decision to systematically support export-oriented corporate clients abroad with structured financing, hedging transactions, and payment services.
Second, our clear position as a solutions provider for the savings banks’ international business – thanks to our anchoring within the S-Group, we have significantly scaled our international activity.
Third, digital platform solutions such as vc trade and the SPRING risk marketplace, enabling standardization, automation, and more efficient risk allocation.
And finally, partnerships like the one with Altios, expanding our approach beyond financing and risk hedging to include market entry, site selection, and the establishment of local structures.
Was there a country or market that was particularly important to Helaba? Why?
Michael: For us, it is not so much a single country that matters, but rather specific customer segments and regions. Europe is our strongest base, as most SME clients begin their internationalisation there – market entries, acquisitions, and the establishment of production and sales locations. North and South America as well as Asia are also enormously important, as many of our clients are growing there and these regions are key export targets. In these markets, we deliberately collaborate with partners such as Altios and foreign banks to combine our financing expertise with local market know-how. We are closely monitoring geopolitical changes and will continue to adapt our strategy accordingly.
What major changes do you expect mid-sized companies to face in internationalisation?
Michael: Three major shifts. First, internationalisation will become a more strategic decision – targeted market choices, local value creation, M&A, and partnerships rather than simply opening sales offices. Second, sustainability will become an even stronger driver, reshaping business models, supply chains, and investment decisions. Third, internationalisation will become more digital – from e-commerce to trade finance platforms – while the risk landscape grows more complex across geopolitics, supply chains, cyber risks, and compliance.
Can you share some success stories you are most proud of?
Iuri: A German mid-sized mechanical engineering company wanted to expand into a non-European market. The challenges included high political and economic risks, complex payment terms, and limited local experience – while competing banks were also bidding for the business. We set up a structured trade finance solution and, through our representative office, arranged a local bank account tailored to the client’s needs. This local presence and on-the-ground connections were the decisive factors in prevailing over our competitors. The result: the client entered the market with significantly lower risk and a clear financing structure, securing an ongoing business relationship with us.
What challenges do you currently see in international projects?
Iuri: Several challenges run through nearly all international projects. Geopolitical uncertainty and regulation: trade conflicts, sanctions, and rapidly changing regulatory frameworks significantly increase complexity. The financing environment: rising interest rates, volatile markets, and stricter regulatory requirements. Growing ESG and sustainability demands. Operational challenges on the ground: local administration, taxes, HR, supply chains, and culture are often underestimated. Finally, digitalization is advancing rapidly in payment transactions and trade finance, while cyber risks and compliance requirements rise simultaneously. It is precisely here that we see our opportunity to offer added value as a reliable partner.
Were there any setbacks? What lessons did you learn?
Iuri: Three lessons stand out. First, early and honest risk assessment: clients sometimes underestimated political or country-specific risks, so we learned to involve Helaba earlier in comprehensive assessments including scenarios and exit options.
Second, realistic assessment of implementation capacity: when companies took on too many projects simultaneously, we learned to push for prioritization and involve partners to close operational gaps.
Third, transparent communication: when conditions change due to geopolitical events, speaking early with clients about structural adjustments helps stabilize or scale back projects before greater damage occurs. Setbacks sharpen our view of risks and improve the quality of our advice.
Partnerships, own subsidiaries, or acquisitions – which will dominate?
Iuri: All three will remain relevant, but the right choice depends on the company, the market, and the strategic objective.
Partnerships offer fast market access, local expertise, and risk sharing without high fixed costs. Own entities remain important when a market is strategically critical. Acquisitions make sense where companies want to quickly gain market share, technology, or know-how. For many mid-sized companies, a phased approach will be optimal – starting with partnerships, then expanding through local structures or acquisitions if successful. This is exactly where Helaba and partners like Altios can help identify the right sequence.
What role should a partner like Altios play in future?
Michael: Partners like Altios are the interface between strategy and operational execution. I see three roles.
First, translators between the market and the company – explaining how a market really works, its rules and pitfalls.
Second, implementation partners on the ground – supporting local structures, personnel, administration, and compliance where mid-sized firms lack resources.
Third, the ideal complement to a bank: Altios contributes market knowledge and operational expertise, while Helaba adds financial perspective. For the client, this ideally feels like one integrated offering, from the initial idea all the way through execution.
What competencies will be crucial for international success?
Michael: Four competencies stand out.
First, strategic clarity – a clear understanding of why you enter a market, with which offers, and over what time horizon.
Second, intercultural and organizational competence – dealing with different cultures, working styles, and business practices.
Third, financing and risk competence – understanding financing structures, currency and country risks, compliance, and ESG.
Fourth, the ability to cooperate – working on equal footing with banks, consultants, and local players, and using networks effectively.
What advice would you give to a mid-sized company wanting to grow internationally?
Iuri: First, focus rather than spreading yourself too thin – choose target markets carefully, prioritize, and define clear success criteria.
Second, involve partners early: your house bank, specialist banks like Helaba, or internationalisation partners like Altios. Use others’ experience instead of doing everything alone.
Third, manage risks actively – identify, structure, and mitigate them through trade finance instruments, insurance, contract design, or local partners. Good risk management is not a brake on growth, but an enabler of it.
Learn more about Helaba
