What began in 2005 in Monterrey, Nuevo León, as a company focused on land transportation between Mexico and the United States, is today a global organization with more than 270 employees and a presence in strategic markets such as Europe, Asia and Latin America.
At The Logistics World Summit & Expo , in the conference How to build a company that crosses borders: a global expansion , Eduardo Haros, founder and CEO of Racing Cargo , shared the lessons, challenges and decisions behind the international growth of the company, which today operates on several continents.
Haros recalled that the first few years were marked by survival, a stage that most startups face.
“For the first five years, all you want is to survive. More than 90% of companies fail to do so,” he stated.
During its first decade, Racing Cargo focused on specializing in ground transportation within the framework of the then North American Free Trade Agreement (NAFTA), which allowed it to build a solid reputation in that segment. Subsequently, the company diversified its offerings to include maritime and air freight services, as well as comprehensive logistics solutions .
International expansion came after a decade of operation, driven not only by the pursuit of growth but also by a differentiating strategy. Instead of replicating the traditional path to the United States, the company opted to open its first office in Europe, specifically in Germany in 2016.
“I always looked for ways to make my company stand out. Why do the same thing as everyone else?” Haros explained.
The CEO stressed that global expansion is more complex today due to the geopolitical context.
In that regard, he emphasized the importance of assessing risks beyond business potential, considering regulatory, financial and operational factors, as well as preventing a new operation from affecting the rest of the organization.
The company has maintained a cautious approach, supported by more robust internal structures, such as legal, financial and data analysis areas, which today support decision-making.
The cultural factor, key to international success
One of the most important elements in Racing Cargo’s expansion has been cultural adaptation. Haros emphasized that many companies fail in their internationalization efforts because they ignore this aspect.
“Beyond opening an office or having bank accounts, the real challenge is understanding people,” he said.
From respecting local traditions to adapting work practices, the company has committed to genuine cultural integration in every country where it operates. This approach, it said, has allowed it to accelerate the establishment of new offices and strengthen relationships with local teams .
On a personal level, Haros shared that the company’s growth has been the result of discipline and constant reinvestment. During the early years, he chose to limit personal expenses to strengthen the business.
He also stressed the importance of separating personal finances from business finances and making decisions based on what is best for the company.
“What’s good for the company isn’t necessarily best for the individual. But if the company grows, you grow with it,” he pointed out.
After more than two decades, Haros considered that Racing Cargo has only just finished building the foundations of a global company.
“It’s not a sudden success. It’s 20 years of consistency, discipline, and small actions,” he said.
He stressed that internationalization requires not only strategy and resources, but also patience, resilience, and respect for the process.
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