Building Global Brands Through Local Networks: The Value of Chambers of Commerce

In 2011, while leading DC Shoes across South Asia, Jeremy Hale helped expand the brand's presence throughout Southeast Asia by establishing a regional headquarters in Singapore, negotiating tax incentives with the Singapore Economic Development Board, and building relationships through the Australian Chamber of Commerce. This article shares lessons on international leadership, regional business strategy, and why local networks are critical when expanding global brands.

In 2011, while living in Singapore and serving as General Manager for DC Shoes across South Asia, I had the opportunity to experience firsthand how important local business networks can be when building a regional business.

At the time, we were in the middle of an exciting expansion across Asia. DC Shoes, along with its sister brands Quiksilver and Roxy, had already become some of the most recognizable action sports brands in the world. The company had grown from its humble origins on the surf coast of Victoria, Australia, into a global lifestyle business listed on the New York Stock Exchange.

But even global brands do not grow internationally on their own.

They grow through people.

They grow through partnerships.

And perhaps most importantly, they grow through local networks that help connect international businesses to new markets.

One of the most valuable networks I became involved with during my time in Singapore was the Australian Chamber of Commerce in Singapore (AustCham Singapore).

Looking back now, more than a decade later, that experience reinforced something I still believe strongly today: if you are running a regional business in a foreign market, the local Chamber of Commerce can become one of the most powerful tools in your professional network.

From the Surf Coast to the World

To understand why those networks matter, it helps to understand the journey of the brands themselves.

Quiksilver was originally founded in Torquay, Australia, on Victoria's famous Surf Coast by two young surfers (John Law and Alan Green) who simply wanted to make better boardshorts. What began as a small surf company eventually grew into one of the most influential action sports brands in the world.

Over time the company expanded its portfolio to include Quiksilver, Roxy, and DC Shoes. And during different periods, Quiksilver also owned Lib Tech and Gnu (snowboard brands), Freedom Dolly (longboard skate brand), Rossignol (ski brand), Look and Lange (ski brands), Cleveland Golf, and held the license for Hawk (Tony Hawk).

By the early 2000s, DC Shoes had already established itself as a global leader in skateboarding footwear and apparel. In 2004, Quiksilver acquired DC Shoes, bringing together surf culture, skateboarding, and youth lifestyle under one global organization. Within a few years, the brand was present in almost every major market in the world, from North America and Europe to Asia-Pacific.

Asia in particular represented a massive opportunity.

Why Asia Was a Strategic Priority

In the late 2000s and early 2010s, the Asia-Pacific region was experiencing explosive growth in youth culture. Cities like Singapore, Hong Kong, Tokyo, Jakarta, Bangkok, and Shanghai were becoming hubs for streetwear, skateboarding, and action sports culture.

At the same time, consumer spending was rising rapidly across Southeast Asia. Young consumers were increasingly drawn to global brands that represented lifestyle, creativity, and individuality. DC Shoes fit perfectly into that cultural moment.

But entering new markets is not just about shipping product. It is about understanding the local environment and building real relationships with people who know the market. That is where networks become invaluable.

Opening the Singapore Office

In 2011, one of our major initiatives was strengthening our presence in Southeast Asia by expanding operations in Singapore. Singapore was an ideal regional hub. Even though it is not traditionally known as a surf destination, the city offered incredible infrastructure and connectivity for international business. It also had a vibrant youth culture scene, supported by venues like the Wavehouse on Sentosa Island and the Extreme Skate Park on the East Coast, which became a gathering place for the local skate community.

From a retail standpoint, Singapore was also one of the most dynamic shopping markets in Asia. When we began building the brand there, we worked closely with retail partners to establish a presence in some of the city's most important shopping destinations. Within a relatively short period of time, we had opened multiple stores including:

• Quiksilver Orchard Central
• Quiksilver Marina Square
• Quiksilver Takashimaya
• Quiksilver VivoCity
• DC Shoes Orchard Road
• DC Shoes The Heeren
• DC Shoes Tangs Orchard
• DC Shoes Tangs VivoCity

Each of these locations helped build brand visibility while connecting directly with local consumers.

A Global First: The DC Shoes Kids Store

One of the most exciting projects we launched during that period was the first DC Shoes store in the world dedicated specifically to kids' apparel and footwear. The store opened on the second level of The Forum Shopping Mall on Orchard Road, one of Singapore's best known retail destinations.

Opening the kids' store was significant for several reasons. First, it demonstrated how the brand was evolving beyond its core skateboarding roots into a broader lifestyle brand. Second, it reflected an important insight about young consumers: when kids are active and growing, they need footwear that fits properly and can withstand daily use. Designing a store specifically for young consumers allowed us to present the product in a way that felt both fun and functional.

Singapore became the testing ground for what we believed could eventually become a global retail concept.

Establishing a Regional Headquarters in Singapore

Another important reason Singapore became our regional hub was the ability to build a more efficient corporate structure for our Asia-Pacific operations. Prior to establishing our office in Singapore, much of the regional business had been managed out of Indonesia. While Indonesia is an incredibly important market and one of the largest economies in Southeast Asia, managing a multi-country regional operation from there created operational challenges.

Singapore, on the other hand, has long positioned itself as one of the world's premier destinations for multinational regional headquarters.

When we made the decision to move our regional headquarters to Singapore, we began working closely with the Singapore Economic Development Board (EDB), the government agency responsible for attracting and supporting international companies that want to establish operations in Singapore. Through that partnership, we were able to structure our regional presence in a way that aligned with Singapore's economic development goals.

By opening a formal regional office, creating jobs, and managing our Southeast Asian operations from Singapore, we were able to negotiate a reduced corporate tax rate of approximately 10 percent on qualifying regional activities. For Singapore, the benefits were clear: new jobs were created locally, global brands established a presence in the country, and economic activity increased. For our business, the advantages were equally important: a stable regional headquarters, access to international talent, improved infrastructure for regional management, and a more efficient tax structure.

Why Singapore Became Asia's Headquarters Capital

Thousands of multinational companies now manage their Asia-Pacific operations from Singapore. The reasons are both practical and strategic.

First, Singapore sits at the geographic center of Southeast Asia. From Changi Airport, executives can reach almost every major city in the region within a few hours. For companies managing multi-country operations, that level of connectivity is invaluable.

Second, Singapore offers an exceptionally stable business environment. The country consistently ranks among the top global jurisdictions for ease of doing business, regulatory transparency, intellectual property protection, and contract enforcement. For international brands managing licensing agreements, distribution partnerships, and cross-border supply chains, these protections are incredibly important.

Third, Singapore has built a deep talent pool. The workforce is highly educated, multilingual, and internationally experienced. Finally, the government has been deliberate about positioning Singapore as a hub for international business. Through organizations like the Economic Development Board, the government actively works with companies to support expansion plans, investment, and job creation.

The Role of AustCham Singapore

While all of this growth was happening, one organization played an important supporting role in helping connect businesses and leaders across industries: AustCham Singapore.

The Australian Chamber of Commerce in Singapore exists to support Australian businesses operating in the region while also helping facilitate connections between companies across industries. For expatriate executives like myself, organizations like AustCham serve several key functions. They provide professional networking opportunities, access to industry insights, connections with government and business leaders, and events that help build community among expatriate professionals. In many ways, a Chamber of Commerce acts as a bridge between cultures.

Business Is Still Built on Relationships

One of the biggest lessons I learned while running regional operations in Asia is that business ultimately comes down to relationships. Strategy matters. Operations matter. But relationships often determine how quickly opportunities emerge.

Events hosted by organizations like AustCham bring together entrepreneurs, executives, investors, and professionals from many industries. Those conversations can lead to partnerships, introductions, collaborations, and valuable market insights.

Community Engagement and Brand Presence

For brands like DC Shoes, involvement with organizations like AustCham also created opportunities to engage with the broader business community. During that time, DC Shoes supported AustCham events by donating products for fundraising activities and member events.

One example was the Wine and Cheese Night hosted by AustCham Singapore, where DC provided (as a fundraiser) a bike valued at approximately $1,500 along with footwear vouchers for attendees. Small gestures like this help strengthen relationships within a business community. They show that your company is not just operating in a market. It is participating in the community.

Five Lessons for Executives Expanding Businesses Internationally

Looking back at that period of building and expanding operations across Asia, several lessons continue to shape how I think about international leadership. Running a regional business across multiple countries is both incredibly rewarding and incredibly complex. Here are five lessons that stand out.

A Night at the Singapore Formula 1 Grand Prix

Singapore in 2011 was not just about business. It was one of the most exciting cities in the world to live and work in. The Singapore Formula 1 Grand Prix is one of the most spectacular events on the global sporting calendar, a night race through the heart of the city with the skyline as a backdrop.

That year, I was fortunate to be invited as a guest of Williams F1 and Randstad, one of the world's leading recruitment firms. The experience gave me access to the Williams pit lane, where I stood next to Pastor Maldonado's car, surrounded by the Williams engineering team preparing for race day.

Later that evening, through the generosity of Richard Farmer from Randstad, I had the chance to meet Sir Jackie Stewart, the three-time Formula 1 World Champion and one of the most respected figures in motorsport history. It was one of those moments that reminds you just how extraordinary life can be when you put yourself in the right rooms.

Final Thoughts

If there is one lesson from that period of my career, it is this: global businesses are built locally.

You can have the best strategy in the world, but success in new markets ultimately depends on people. People who understand the culture. People who share knowledge. People who help connect you to opportunities you might never find on your own.

Organizations like Chambers of Commerce quietly play an important role in making those connections happen. And when you are building a regional business far from home, those connections can make all the difference.