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Dear Friends of FACC New York,

Spring is in the air, and so is a sense of momentum.

President Joanna Willott had the pleasure of sitting down with our newly elected Chairman of the Board, Alexander Ehrnrooth, fresh from the excitement of his election for a wide-ranging conversation about his vision for the Chamber, the state of transatlantic collaboration, and what it truly takes for Finnish companies to scale in the United States.

The timing could not be more fitting. As the US marks its 250th anniversary and Finland’s NATO membership continues to deepen the ties between our two countries, the Finnish-American Chamber of Commerce New York enters this moment with real energy and a clear sense of purpose.

What emerged from our conversation was both inspiring and practical: a vision of FACC-NY as not just a network, but a genuine launchpad, one that meets Finnish companies where they are and walks with them toward where they want to go.

I hope his words resonate with you as much as they did with me.

Warm wishes, 

Joanna Willott and the team at FACC-NY

Interview:

You’ve recently taken on the chairmanship of FACC New York — congratulations. Why does this role matter right now?

Thank you. It is a real honor for me to take on this role, especially at this moment. FACC New York is a 78-year-old institution, and I feel privileged to support the team, work with my Board colleagues, and continue building on the strong cooperation with our Advisory Board.

The United States is celebrating its 250th anniversary this year, and the relationship between Finland and the US feels maybe more important than ever. For Finnish companies, the US is not just another export market. In many ways, it is the market. It represents around 25% of global GDP, and the US economy is growing at approximately three times the pace of the Euro Area Economies. The US has also become Finland’s single largest trading partner, with bilateral trade in goods and services of around EUR 22,5 billion in 2025. In addition, Finland’s recent NATO membership just adds to the importance.

So for me, this role is about helping Finnish companies be ever more ambitious, more present, and more successful in the United States. This is also how the entire Finnish economy can accelerate its growth. 

What role does the chamber actually play for Finnish companies looking to enter the US?

The chamber is a gateway, but also a very practical one. You cannot really enter the US market successfully from a desk in Helsinki. You need to be here, understand the culture, meet people, and build trust.

That is where FACC New York can make a real difference. We help Finnish companies with networks, introductions, visibility and local understanding. In the US, cold calling rarely gets you very far. Relationships matter, and warm introductions matter even more.

We connect Finnish companies with potential partners, investors, customers and talent. The strong growth of the chamber also shows that Finnish companies are taking the US more seriously. Our membership has grown more than tenfold in the past twelve months, which is a very encouraging sign.

How does the chamber work with the Finnish government?

Very closely. We work in strong cooperation with the Consulate General in New York and with many other public and private partners, including our Nordic colleagues.

For a small country like Finland, this kind of cooperation is essential. We cannot afford to work in silos. Government, business, investors and civil society all need to pull in the same direction.

The positive side is that small countries can also be very effective when they are coordinated. Finland can be nimble, focused and punch well above its weight. That is already something people in the US recognize about Finland, and I think we should build on it.

What is your message to Finnish companies still hesitant about the US market?

Be driven, take action and have “sisu”. The US does not reward too much caution. It rewards presence, speed, ambition and credibility.

Of course, it is a demanding market. Competition is tough, decisions are made quickly, and you need to be locally present to succeed. But the upside is huge. The scale, capital, talent and credibility you can build here are difficult to match anywhere else.

For many Finnish companies, the biggest risk is not trying and failing in the US. The bigger risk is never showing up at all.

Gender Equality as a Driver of Growth: Reflections from CSW70 Week

Each year, the United Nations Commission on the Status of Women turns New York City into a global platform for dialogue, reflection, and action on gender equality. During this year’s CSW70 and Women’s UN Week, Nordic-led initiatives reinforced a clear message: gender equality is not only a societal priority—it is a driver of growth, innovation, and resilience.

Gender Equality as a Strategic Imperative

During a SACC-NY breakfast, held in the context of events celebrating International Women’s Day 2026, leaders from business, government, and technology explored gender equality as a growth strategy.

The discussion highlighted how Sweden’s long-standing policies, such as gender-neutral parental leave, accessible childcare, and transparency standards, have advanced both equality and economic competitiveness.

A key insight, shared by Moody’s, pointed to a clear correlation between stronger female representation on corporate boards and higher credit ratings. Diverse leadership contributes to better governance, stronger risk management, and improved long-term performance.

Across industries, from construction to technology, participants emphasized the importance of unlocking untapped talent. In the face of global labor shortages, increasing female participation is not only an inclusion effort but an economic necessity. As AI and digital systems continue to evolve, diverse teams are also essential to building fair and representative technologies.

Conclusion

The week concluded with a pan-Nordic gathering of women entrepreneurs, reflecting a shared ambition to build, innovate, and lead across borders.

Across all discussions, one theme stood out: gender equality must be embedded as a core strategic priority. Progress is driven by collaboration—and when diverse perspectives are brought to the table, the impact extends far beyond it.