American Beauty Brands Rethink International Expansion Strategies Amid Trump’s Trade War

President Donald Trump’s immigration, tariff and foreign policies have spiked Americans’ anxiety about traveling abroad, and cooled visits from travelers abroad into the United States. They’re not the only ones. Businesses are changing their views on journeying to international markets.

To get a sense of those changes in the beauty industry, for the latest edition of our ongoing series posing questions relevant to indie beauty, we asked 19 beauty brand founders, executives and consultants the following questions: Going into this year, what was your approach to international distribution? Have you adjusted that approach?

GINA CIRALDO STABILE CEO, Dr Loretta

Internationally, we sell to Canada, the U.K. and the EU. We haven’t changed any plans for international distribution, but the rollercoaster of on and off tariffs and counter tariffs have been difficult for us finalize any sort of strategy.

Canada is our biggest international market and the 25% tariffs on U.S. goods, including cosmetics, imported into Canada is difficult for our Canadian customers to bear.  We’ve seen a slowdown in our sales to Canada since the counter tariffs went into effect.

MANUELA VALENTI Founder and CEO, By Valenti

International distribution has long been challenging for U.S.-based brands exporting to regions like the EU, even before the current tariff discussions. For over a decade, we've dealt with uneven trade conditions, regulatory barriers and high import duties imposed by foreign governments.

If these new tariffs were to ultimately lead to a more balanced trade environment, where goods can move more freely and fairly without excessive cost inflation on either side, it could represent a positive shift.

As a DTC brand, the retaliatory tariffs imposed by some countries on U.S. goods have been particularly unfair, not only to us as manufacturers, but also to the consumers in those countries who bear the brunt of the added costs. These dynamics discourage accessibility and make sustainable international growth more difficult for independent brands like ours.

Currently, our international sales account for less than 20% of our business. While we remain committed to serving our international customers, the ongoing global economic instability and shifting tariff landscape are making us more cautious. We’re not pulling back, but we are proceeding with measured steps, carefully evaluating which regions remain viable for direct distribution without passing disproportionate costs to consumers.

MARIANNA BLYUMIN-KARASIK Founder and Dermatologist, Stamina Cosmetics

Currently, Stamina Cosmetics is not distributing internationally. However, global expansion is a strategic part of our long-term growth vision. Rising tariffs and increasing logistical complexities have made us more cautious and methodical in planning for international markets. These factors may delay our expansion timeline, as we evaluate cost-benefit implications.

SHUBHANGINI PRAKASH Founder and CEO, Feather & Bone

Currently, we don't have any international distribution, but, at the start of the year, we were looking at expanding internationally prior to the tariffs. We were even looking to expand manufacturing abroad to avoid expensive shipping costs from the U.S. to the other countries. This has definitely become a focus to diversify our revenue and manufacturing.

SURBHEE GROVER Founder, Love, Indus

From the outset, our approach to international distribution has been deliberate and phased. While we've had strong interest from several international markets, we've focused first on building depth and brand equity in the U.S., ensuring that our operations, messaging and customer experience are solid before expanding too broadly.

That said, a small but growing portion of our business does come from select international partners. We continue to see international expansion as a significant opportunity, especially given our South Asian roots and the global appetite for culturally rich, high-performance beauty.

However, our thinking has evolved to account for increased complexity in areas like regulatory compliance, customs/tariffs, labeling and marketing approvals, each of which varies widely by market.

These are not just operational hurdles, they require dedicated resources and deep understanding to navigate effectively. So, to avoid stretching ourselves too thin, we’re prioritizing markets where we can build sustainably, with the right infrastructure and partnerships in place.

In short, international growth remains an important part of our long-term strategy, but we’re approaching it with even greater discipline. The increasingly complex environment requires it.

LARA SCHMOISMAN Founder and CEO, Infuse

Regarding international distribution, entering this year, we approached it with cautious optimism, recognizing both the potential and challenges of global markets. However, in light of tariffs and shifting global economic conditions, we've adjusted our approach, not by retreating, but by strategically evaluating new markets and deepening existing international partnerships.

It's important we acknowledge the global aspect of these challenges, but rather than getting caught up in what might limit us, I firmly believe this is precisely when we must shift our mindset from problems to opportunities.

This moment is an invitation to foster stronger, more resilient relationships with our partners and vendors abroad. It's about collaboration, creativity and thinking outside the box.

Remember, at the core, we're not simply selling collections of products—we're building lasting, meaningful brands. Times like these reinforce the value of authentic connections, innovation and adaptability. Let's focus on cultivating those opportunities, making our partnerships stronger and emerging from these challenges better and wiser than before.

MARY HANNA Founder and CEO, Phytoskin

We do not currently sell outside of the U.S.A. However, we have recently won two global awards, which attracted buyers from the U.K. So, we are exploring, but also waiting. It's only been four months into the new administration, and I have some faith that the U.S.A. and Europe will land on a fair-trade agreement. Perhaps no tariffs at all!

Our view for international distribution definitely changed, however. While in the past we assumed we can handle fulfillment on our own to individual buyers, we are now more leaning towards fulfillment centers in Europe or securing a large retailer with a European distribution channel.

Sabeen Mian President, Performance Beauty Group’s Lash Division

Historically, our focus has been on North America, particularly the U.S. and Canada, where our brands have seen explosive growth through retail partnerships with Sephora and Ulta. Given the strength of that momentum, international expansion had not been a primary focus.

However, with the new tariffs now drastically increasing the cost of doing business in the U.S., we’re actively reevaluating our international distribution strategy. We’re seeing growing demand for our lashes in key markets such as the U.K., Europe, the Middle East and Australia, and those regions are quickly becoming a bigger part of our expansion roadmap.

The current economic landscape is making it clear that diversification is not just a growth opportunity, it’s a necessity. As costs continue to rise in the U.S. due to tariffs and supply chain pressures, building a more globally balanced business is increasingly critical to sustaining long-term resilience.

JULIE LONGYEAR Founder, Blissoma

Blissoma makes the most profit when selling in the U.S.A. because shipping is cheaper and easier, and regulations are easier to keep up with. So, we have always focused first on selling at home vs abroad. We love when we can find great international partners, though, and our international distributors do help us move volume and keep our stock as fresh as possible. That's a benefit to everyone.

We have a different price structure than a lot of businesses that sell abroad, so we've always had unique partnerships that are based on great relationships versus just trying to sell an immense amount of product.  I'd estimate our distributor business to be about 10% to 15% of our total revenue currently.

We are seeing impacts to one of our major Canadian relationships, and we have also been informed by several direct Canadian customers that they will no longer be supporting U.S.A. products due to the declining relationship between our countries. That's not great in an economy that is tight already, and these are losses that just did not need to happen other than incredibly stupid international policies ruining things.

Retaliatory tariffs are proposed on cosmetic goods in the EU, so we're watching closely to see if that is finalized. If it is, it will impact our Czech distributor. Her business with us is just starting to take off, and we spent a lot of money and time getting our products registered and legal in the EU.

I think the uniqueness of our recipes and her enthusiasm for our line will help overcome other difficulties, but neither of us are thrilled at the extra stress on costs. Any increase to a distributor cost increases the final goods price exponentially. Europe is a great market for our line, and I think we will have strong sales there over time if it's not disrupted by trade wars and their associated economic stress.

I consider building strength in other markets to be a huge benefit for us long term.  The U.S.A. market is very volatile right now, so the more business I can have coming in from other places the better. If anything, the changes here at home have really energized my interest in ensuring that we have options to sell into other markets for additional stability.

Simone Smith Founder, The Calm Joy Candle Co.

Currently, we're focusing on serving the domestic market. However, the evolving global economic landscape, including the implementation of tariffs and the general uncertainty it creates, has definitely made me cautious about considering international expansion in the near future.

Observing how these factors are impacting brands that do distribute internationally has highlighted the potential complexities and added costs involved. It introduces a layer of unpredictability that, as a smaller business, I'm hesitant to navigate without a more stable and predictable global environment.

So, while I don't have firsthand experience with adjusting international distribution strategies, the current global economic picture and tariff concerns have certainly influenced my strategic planning and contributed to my decision to remain focused on the domestic market for now.

LINDSAY NAHMIACHE CEO, Veriphy Skincare

To date, we distribute exclusively in the U.S. and Canada. We have been approached by numerous international retailers and distributors who want us to expand, but, staying consistent with our less-is-more philosophy, we have decided to double down on our current markets.

This strategic decision is helping us a lot during this uncertain time. Right now, we are 50% Canada and 50% U.S. We moved fast and now have independent operations and inventory in both countries. So, in essence, we are structured like two different companies in each country. This has been a huge advantage for us.

Matt Ruggieri Managing Director, Onekind and Motley Brands

From day one, we’ve been focused on the U.S. market, and that’s still where the majority of our energy and resources are going. There’s a lot of room to grow here, especially as more customers look for high-performance skincare that’s both accessible and ingredient-conscious.

We haven’t prioritized international distribution yet—not because we aren’t interested, but because we believe in doing fewer things really well. That said, we’re keeping our eyes and ears on the global landscape. We’re having ongoing conversations and watching how international demand evolves so we can make smart, strategic moves when the timing is right.

Hillary Clark-Mina Founder, Hillary Clark Beauty

Among the brands I advise, 20% to 30% of business is international. The tariffs imposed in 2019, followed by pandemic-era supply chain disruptions, served as a dress rehearsal for what brands now face in 2025. These earlier challenges offered valuable lessons around preparation and resilience.

Across the board, I treat international distribution planning as an exercise in identifying exposure at every vulnerable point in the supply chain. During onboarding, I work with brands to assess risk and build in contingency plans—alternate sourcing, flexible fulfillment and cost-sharing strategies with partners—to help absorb unpredictable fees without overburdening the consumer.

Prior to 2025, that included establishing strategically located 3PLs, stockpiling long-lead raw materials and components, rethinking replenishment and initiating hard conversations with suppliers and retail partners about cost-sharing frameworks.

If tariffs hold past efficacy dates of raw materials and run through the stock currently at 3PLs, we are streamlining international assortments to focus on hero SKUs and exploring creative fulfillment solutions like region-specific, localized packaging (limited edition and collectible deco), including refills. Additionally, domestically sourced refill options that offset tariff costs while maintaining product accessibility is being implemented for some brands.

Here's the good news: Indie brands are uniquely positioned to succeed in times of upheaval, and it feels like the mid-‘90s again, but with a different set of challenges. We are scrappy, agile, consumer-focused and less tied to the kind of rigid infrastructure that slows legacy players.

Indie brands are as irreverent as our customers, and this is an opportunity to turn a brand-to-customer relationship into a brand-to-customer alliance. We can rally and win together. By communicating transparently about challenges and involving our people in the solution, they don’t just tolerate change, they become part of the hustle. It’s a powerful way to build loyalty and trust.

Looking ahead, I anticipate accelerated investment in onshore and nearshore manufacturing to reduce dependency on distant supply chains. In the meantime, brands that stay nimble, prioritize transparency and keep hero products in customers’ hands, even through unconventional means, are the ones that will not only survive, but thrive.

At the end of the day, it’s about returning to our indie roots: stay lean, stay creative, and never lose sight of the consumer, who ultimately decides with their wallet whether we endure.

Natalie Harris Founder, Elea Jay Essentials

As a growing indie beauty brand, we’re still in the early stages of mapping out our distribution strategy, and, honestly, the current tariff landscape gives us pause. We’ve seen how global economic shifts can impact everything from packaging to ingredient sourcing, and it raises real questions about the timing and cost of expanding internationally.

We haven’t taken the leap abroad just yet, but we’re constantly weighing the trade-offs. What does it actually cost to produce, ship and market our products overseas, and is the return worth it? When you’re bootstrapping and focused on profitability first, the numbers don’t always justify the risk.

Of course, global expansion is a dream. But, for us, it has to make financial sense. Getting into international markets is one thing, staying there is something else entirely.

Kristina Baranowski Founder, Orchid + Ash

Luckily for us, we have minimal international distribution, with most of our products getting sent to Canada if they are going outside of the U.S. We also have a footprint in the U.K., France and Australia.

As of right now, this has not been affected, but we expect to see a decline in orders from our Canadian retailers as the tariffs settle in and small retailers need to really evaluate where their products are coming from and if the cost is worth the return. We value every single one of our retailers so much that we are willing to work on wholesale pricing with them to help offset some costs for them, while continuing a mutually beneficial relationship with each other.

Other tariff implications are those affecting the international supply chain, which we are already anticipating in the costs of our upcoming launches. We formulate and get all ingredients from the U.S. that are we able to (focusing on small, women-owned businesses), but the fact of the matter is we simply cannot get our packaging from America, and even if we are sourcing it from the U.S., it is 4X the cost and most likely coming from overseas anyway.

This is not only hurting international distribution with the fact that it will give us less wiggle room to work with international retailers, but, of course, it will also hurt U.S. distribution as prices inevitably rise with the cost of goods.

Lynn King Founder, CEO and Creative Director, Fleurit Parfums

Going into 2025, our approach to international distribution has been strategic and primarily focused on the U.S. market. As a new luxury fragrance brand, we understand the importance of building a solid domestic foundation before expanding internationally. Currently, international sales account for about 5% of our business, with significant interest coming from Canada, the U.K. and Europe.

We’re excited about the potential for growth in these markets and plan to further develop our international distribution as we scale. However, with rising tariffs and global economic uncertainties, we are taking a cautious approach. To effectively serve our customers in Canada, the U.K. and Europe, we are exploring ways to streamline our logistics and shipping processes. We’re also considering partnerships with local distributors to navigate the complexities of these markets more efficiently.

Braelinn Frank Founder and Nail Artist, Rave Nailz

We’ve primarily been focused on growing in the U.S., but international interest has been rising organically, especially from Canada, Australia and the U.K. As of now, international makes up about 10% to 15% of our DTC orders, with no official distribution partners yet.

That said, tariffs, shipping delays and customs issues have definitely made me more cautious about expanding globally too fast. I’m currently holding off on international wholesale and exploring strategic partnerships rather than wide-scale distribution. It’s about finding the right first partner to test the waters with, not just sending pallets abroad and hoping for the best.

Uche Ekhator Mobayode Founder and CEO, Gently Radiant Skin

Although our cosmetic products are made in the U.S., tariffs have had a significant impact on our packaging costs. Many of our jars are imported, and recent tariff increases have pushed those costs far beyond our original projections.

Our immediate response was to renegotiate invoices and request discounts from suppliers. Since tariffs are calculated as a percentage of the declared value, reducing invoice amounts can help lower landed costs. But, in reality, that’s difficult to do once orders are finalized and just waiting to ship.

Long term, we’re exploring more cost-efficient sourcing and fulfillment options, including alternate packaging suppliers and potentially shifting some inventory closer to end markets to reduce overall landed costs.

Tariffs have also caused us to rethink our international distribution strategy. Initially, we hoped to expand globally as early as next year and offer free shipping over a certain threshold.

But, given the current macroeconomic climate, that model would severely erode our margins. If we move forward with international expansion, we’ll likely need to charge for shipping or establish regional fulfillment hubs to stay financially sustainable.

In short, tariffs have added new friction to both packaging sourcing and distribution planning, and we’re adjusting accordingly to protect the long-term health of the brand.

Megan Carte Founder, CarteHaus

I currently only sell my products in the U.S. and Canada. International distribution is something I’d like to do in the future, but, for now, I’m more focused on growing domestically. Less than 1% of my sales are to Canada.

While international distribution is an area that I would like to see grow for CarteHaus, due to the current state of the economy and tariffs in the United States, for the time-being, international distribution will remain a goal to revisit in the future.

If you have a question you'd like Beauty Independent to ask beauty brand founders and executives, send it to editor@beautyindependent.com.