How To Lead A Cross-Border Business

Having grown up in a family of entrepreneurs spread across different countries, starting his own cross-border business came naturally to Johnathan Raineau, president and cofounder of biotechnology firm Copperprotek USA.

The U.S. division of Copperprotek SpA, based in Santiago, Chile, is helping its parent pioneer groundbreaking copper-based technology in food storage, transport and preservation in the Americas.

Raineau shares his career journey, as well as best practices for leading multiple ventures across industries and countries.

Tell us about your strategy for growing your business, including your manufacturing operations.

Our journey to revolutionize the food packaging industry begins with a clear, actionable strategy. In the first year, we identified and reached out to the top 100 meat distributors in the market, focusing on building strong relationships with key players.

While our product line offers a variety of benefits for food safety, we made the strategic decision to concentrate on food packaging initially. This focused approach allows us to build a strong foundation while addressing one of the industry’s most critical needs: safer and more sustainable packaging.

In our second year, we plan to expand our manufacturing capacity by building a production plant in North America. This will not only enable us to meet growing demand but also strengthen our ability to innovate and serve our customers more efficiently.

Additionally, we aim to make a broader impact on the food industry by introducing CP technology into the production process. CP is a game-changing solution that eliminates bacteria on contact, making it ideal for surfaces, serving trays and storage bins—key areas where cross-contamination often occurs. By incorporating CP into the production chain, we aim to redefine food safety standards across the industry.

What is Copperprotek hoping to achieve with its FDA-approved copper-based storage solutions?

At our core, we are a biotech company with a mission to transform the food packaging industry. Our goals are ambitious but necessary: by developing innovative materials, we aim to significantly decrease the amount of plastic required for packaging. In addition, our solutions extend the shelf life of perishable goods, helping to reduce food waste globally.

To achieve these goals, we are assembling a network of strategic partners who are leaders in logistics and supply chain management. This ensures that we have the best professionals on our team, enabling us to deliver on our promises efficiently and effectively.

How have you managed to build a cross-border regional company?

Building a cross-border business comes naturally to me, having grown up in a family of entrepreneurs spread across different countries. My upbringing exposed me to diverse cultures and languages, teaching me the importance of adaptability and collaboration. Frequent trips to visit family and friends around the world deepened my understanding of cultural nuances and how they shape business practices.

A key ingredient for success in international markets is partnering with the right local experts. We have built a strategic alliance with Javier Lavin, the visionary behind our technology, and our trusted suppliers, who ensure a consistent source of high-grade raw materials used in our patented microparticles. These partnerships are the cornerstone of our global success.

Tell us about your various business ventures across six countries—and across a variety of industries. What are some best practices in managing such a wide range of ventures?

My business journey has taken me across six countries, spanning industries such as real estate, hospitality, entertainment and investment. While each venture presents unique challenges, I’ve found that success in managing a broad portfolio comes down to a few key principles.

First, building strong local teams is essential. Every market has its own cultural, economic and regulatory landscape, so having the right people on the ground—who understand the nuances of the industry and region—is crucial. I focus on empowering leaders, fostering accountability and ensuring that everyone is aligned with the company’s broader vision.

Second, maintaining a structured but flexible management system is key. I rely on data-driven decision-making, regular performance tracking and clear KPIs to measure success across different businesses. At the same time, adaptability is necessary, as market conditions and consumer behaviors shift.

Lastly, networking and collaboration play a major role. I actively seek strategic partnerships, whether with investors, suppliers or industry experts, to leverage knowledge and opportunities in different markets. My approach has always been to take a long-term view, focusing not just on profitability but on sustainable growth and value creation.

What interests you in being so eclectic?

I thrive on challenge and diversity. For me, business isn’t just about financial returns; it’s about creating, innovating and making an impact across different industries and geographies. Each venture I engage in brings new learning opportunities, fresh perspectives and the chance to build something meaningful.

Being eclectic also allows me to stay ahead of trends. The world is interconnected and understanding how different industries evolve helps me anticipate changes and seize opportunities before they become mainstream.

On a personal level, I enjoy meeting and working with people from different backgrounds; each conversation, negotiation or project brings new insights and broadens my perspective. The variety in my ventures keeps me engaged and continuously learning, which, in turn, fuels my passion for growth and innovation.

You’re fluent in French, English and Spanish, and conversational in Arabic. You have lived in five countries. How has all of this broadened your global perspective?

Living and working across multiple countries has given me a deep appreciation for cultural diversity, adaptability and the importance of perspective in business. Every country operates differently—not just in terms of regulation and economy but also in the way people think, negotiate and approach opportunities.

Speaking multiple languages has been an asset, not just in business but in building strong relationships. Language is more than just communication; it’s about understanding people, their motivations and their values. This has helped me navigate international deals, connect with partners on a deeper level, and build trust across borders.

Additionally, experiencing different economies firsthand has reinforced the importance of resilience and strategic diversification. I’ve learned that no market is ever truly predictable, and success often comes from being able to pivot and adapt quickly when circumstances change.

Ultimately, my global exposure has shaped my ability to identify emerging trends, approach challenges with a broader mindset and lead teams with a deep understanding of cross-cultural dynamics. It has been a defining factor in how I build and manage my businesses.