Alum Works at Intersection of Geopolitics and Business as a Senior Leader in the International Trade Administration

James Golsen’s international trade career has taken him to a list of locations that sounds like something out of the Mission: Impossible franchise. Golsen, who completed his MA in Commercial Diplomacy (a precursor to the MA in International Trade) in 1998, is now deputy director general of the U.S. and Foreign Commercial Service at the International Trade Administration (ITA), the U.S. government’s primary commercial diplomacy, export, and investment promotion agency. He manages a staff of nearly 1,500 professionals across more than 225 offices.

He recently shared reflections on his journey and tips for recent graduates.

I grew up in Maryland, just outside Washington, D.C., and I was a geography nerd, memorizing world capitals and flags. Living close to D.C., I had the chance to visit embassies and was surrounded by a diverse neighborhood with people from all over the world. This sparked my curiosity—I’d eat Korean food one day and Ethiopian food the next. It was amazing to realize how much the world had to offer.

When I was in college, communism was falling, and the world was changing with a sense of optimism. I studied international affairs and German thinking that might be a good way to connect with the new Eastern Europe.

I landed at the U.S. Chamber of Commerce in Washington, D.C., somewhat by chance, and it was a fascinating experience. I focused on European issues, aligning with my studies in German. This experience opened my eyes to the intersection of business, government, and foreign policy during a time of rapid change. That internship truly crystallized my direction.

Finding a Lifelong Network on the West Coast

I was interested in joining the Foreign Service, and, having grown up in D.C., I felt I needed to experience life outside the East Coast to truly represent the United States. Middlebury and Monterey stood out to me, and I had a great conversation with one of the professors, which piqued my interest even more. 

The experience in Monterey was incredible—very practical professors and an amazing exposure to fellow students. The beauty of going to a small school is that you tend to know everyone in your program, and especially in policy—whether it’s trade, defense, or public policy—Washington, D.C., tends to be where people congregate.

The network in Washington, even with people I didn’t go to school with, was so welcoming. We were up against schools like Georgetown and SAIS that are based there, but Monterey really stood out. We would meet almost weekly for social events, working to apply what we learned in graduate school to real-world settings.

That network has been invaluable. The connections are still strong, especially in D.C., and it’s a unique aspect of the Monterey experience that continues to this day. It was a huge positive for me and remains a key part of my professional life.

The Foreign Commercial Service Opens International Doors

After graduate school, I secured an entry-level job back at the Chamber of Commerce, this time working on China and Asia, which turned out to be pivotal. While most people associate the Foreign Service with the State Department, the Commerce Department has its own Foreign Commercial Service with about 250 officers, and that really appealed to me.

I was sent to study Chinese for a year, then went to Shanghai. With its massive consulate and global trade significance, it was an optimal place to start. I was immediately immersed in complex policy issues—dealing with 32 governors in one year, intellectual property violations, and entire factories being copied. I also got to work with major Chinese companies like Alibaba, back when Jack Ma was just getting started. It was an amazing experience, especially for a young professional.

After Shanghai, I moved to Thailand, serving as deputy in the commercial section at the U.S. Embassy. Embassies and consulates are very different—embassies are more like Washington, focused on paperwork and diplomacy, while consulates are more action-driven, like New York. 

From there, I went to Memphis, Tennessee, for two years where I got to experience the private sector side, working in FedEx’s international marketing department. Then I was off to South India, which was amazing. In some cases, no one from the U.S. government had ever been to these cities of two to three million people, and it was incredibly exciting and satisfying and educational. I learned a ton about how business was really done in India by not sitting in the desk in the consulate, but being out there and talking to companies of all sizes.

Opening Trade in a Brand New Democracy, Closing Trade in Russia

One of the biggest challenges in my career was opening the office in Burma and Myanmar, right when Aung San Suu Kyi’s government came to power, because we had never had a commercial section there. The sense of hope and opportunity, and the eagerness to engage with Americans through trade, was palpable. It was a brand new democracy, and they needed everything, and they wanted everything from the U.S. As the expression goes, “You can’t boil the ocean,” so we really had to try to focus everyone’s attention on what was achievable. It was a lot of capacity building.

After Myanmar, I returned to Washington for a management role before heading to Moscow at a time of heightened tension. We hoped that trade might be an off-ramp for the escalating conflict, but ultimately, that wasn’t the case. I closed our office as we neared the war with Ukraine, the right thing to do, but so hard.

Finally, I moved to Saudi Arabia, where I witnessed a country undergoing a significant transformation. Female participation in the workforce went from 4 percent to 40 percent in my two years there. It was eye-opening to get to know Saudis in a way that only happens when you live in the country. Some of my preconceptions were completely blown away. Last year, we brought a delegation of Saudi women start-ups to Washington, California, and Detroit to make introductions to the private sector and investors in Silicon Valley. They were young women in their 20s who have incredible ideas and never had the opportunity to really commercialize them.

What Makes a Successful Trade Professional?

Like everything else, trade comes down to people. It really is about understanding where other people are coming from and not coming in with your own fixed worldview. Diplomats need to go into a country with some humility and the ability to listen. People might be surprised that a lot of trade disruptions happen because of misunderstandings that could have been avoided with better cross-cultural understanding. I think that’s where Middlebury really comes in. 

No matter your background, you can succeed in this field. Going back to where I started, a deep understanding of intercultural and cross-cultural interactions is essential. There’s huge demand for people with these skills—you don’t need to be a finance expert, trade lawyer, or economist to thrive. It’s about navigating complex international systems and relationships.

We have many people who came from the Peace Corps or did intensive language studies overseas, and they’ve found success in diplomacy, whether it’s commercial or otherwise. Applying those skills in the trade arena will benefit not only individuals but also the broader system.

Middlebury Institute students have so much to give back to the world. You’re absolutely needed. It’s just finding the right door to be opened.