Published on and written by Cyril Jarnias
Moving to Myanmar for work means entering a world where personal relationships matter at least as much as contracts. The country is gradually opening up to international business but remains shaped by decades of isolation, a strong hierarchy, and highly indirect communication. For an expatriate, the key to an effective network is not to collect business cards, but to patiently earn the trust of partners who observe far more than they say.
To develop a solid network in Myanmar, it is essential to follow a practical roadmap that integrates local work practices, identifies where decision-makers meet, and uses effective tools—both offline and online—specific to the market.
Understanding the Terrain: Business Culture and Network Logic
Before even talking about events or platforms, you need to grasp the relationship-based logic that structures the professional world in Myanmar. Without this, most “networking” attempts will remain superficial.
The local culture is strongly hierarchical, marked by respect for age and rank. Decision-making is often centralized, power structures are vertical, and the power distance is high. In this context, you do not openly contradict a superior, you do not easily ask direct questions, and you avoid open conflict as much as possible.
Ah-nar-deh, a core principle aimed at not making others uncomfortable or causing them to “lose face,” illustrates the priority given to social harmony and dignity. This norm explains very cautious behaviors, such as indirect ways of saying no, criticizing, or expressing disagreement, in order to preserve the relationship and mutual respect.
In practice, in professional exchanges, a “yes, but…”, a “we’ll try”, or “your proposal is interesting” may hide a polite refusal. Silence, a slightly stiff smile, or a light nervous laugh sometimes signal discomfort or disagreement that no one wants to verbalize. For an expatriate, reading these non-verbal signals is essential to avoid misjudging the solidity of an agreement or commitment to a project.
The network is not built through a transactional approach, but through deep work on trust. It generally takes several meetings over weeks or months for local players to really open up their address books, share their true opinions, or take risks alongside you.
Expert in Local Network Development
The Golden Rule: Relationship Before Transaction
Business in Myanmar runs on a simple principle: the relationship comes before the transaction. Until a minimum of trust is established, the local partner will hesitate to make a firm commitment, even if the proposal seems rationally attractive.
This logic applies both in large companies and in family-run SMEs, where family ties often form the backbone of business. In practice, this means that actions considered a “waste of time” in more direct cultures—having tea without discussing numbers, attending a local festival, accepting an informal invitation—are actually strategic investments in your future network.
First Steps: Introducing Yourself, Greeting, and Being Seen as “Approachable”
In an environment where hierarchy and etiquette matter, the way you present yourself from the very first contacts directly influences the quality of the relationships that follow.
When entering a meeting room or event, it is important to greet the most senior person first, even if that person is not your direct operational contact. The greeting should remain sober: a fairly soft handshake between men, a slight bow with a small head nod for women if they do not extend their hand first. Hugs, kisses, or backslaps have no place in a professional setting.
To show respect in Burmese, precede your interlocutor’s name with the appropriate honorific title: “U” for an adult man, “Daw” for an adult woman, and “Saya” or “Sayama” for someone considered a master or teacher. This practice—which does not distinguish between first and last names the Western way—immediately demonstrates that you recognize and respect the person’s status.
Here is a summary of useful formulas to integrate from the first weeks.
| Element | Recommended Usage in Myanmar |
|---|---|
| Verbal greeting | “Mingalaba” (hello) |
| Titles for men | “U” (adult man), “Ko” (younger man or male peer) |
| Titles for women | “Daw” (adult woman), “Ma” (younger woman or female peer) |
| Gesture | Light handshake (man-man), smiling bow (man-woman) |
| Physical contact | Avoid man-woman contact in public, unless the woman initiates the handshake |
In this world, mastering a few words of Burmese—Mingalaba for hello, Kyay zu tin ba de for thank you—can be enough to spark a smile and open a conversation. Conversely, completely ignoring polite codes, joking about religion, or raising your voice in a meeting can close doors for a long time.
Settling In for the Long Haul: Mastering Meetings, Business Cards, and Gifts
The network is woven through daily interactions: meetings, lunches, site visits, phone calls. Showing reliability and respect in these contexts strengthens your reputation and encourages your contacts to recommend you within their own circles.
Meetings, even technical ones, very often begin with informal conversation over tea, coffee, or small snacks. Jumping straight into budget or deadlines is perceived as brusque. Taking time to comment on the city, local cuisine, your interest in the culture, or asking a few questions about your interlocutor’s family is, on the contrary, expected. Systematically refusing offered drinks can even come across as a lack of consideration.
Your punctuality is a sign of seriousness, but you should anticipate local delays due to traffic or infrastructure. Confirm the appointment the day before, allow for extra time, and accept these setbacks calmly to preserve your image.
Another important ritual is exchanging business cards. In Myanmar, this gesture has an almost ceremonial dimension. Present the card with both hands, text facing the recipient, and give a slight bow. Receiving a card means looking at it carefully before placing it gently on the table, without putting anything on top of it, and above all never folding it or writing notes on it.
It is recommended that your business card be written in English, clearly stating your position and degrees, as academic background is highly valued. If you hold a country manager role, a title such as “Country Director” or “Country Head” can facilitate certain introductions.
A summary of these useful daily codes can be presented as follows.
| Situation | Expected Attitude |
|---|---|
| Start of meeting | Small talk (family, culture, city) before getting down to business |
| Offers of drinks/snacks | Accept at least one drink, receive the cup with both hands |
| Punctuality | Be on time, but tolerate reasonable delays from others |
| Business card | Give and receive with both hands, read carefully, do not write or fold |
| Professional gift | Modest, well-chosen, handed over with both hands, not opened immediately by the recipient |
Gifts play a subtle but real role in building the relationship. They should not be ostentatious—which could be perceived as an attempt at bribery—but rather symbolic: specialties from your country, nice pens, quality notebooks, chocolates, or handicrafts. Alcohol should be handled with caution, as many Buddhist Burmese abstain from it.
Key Networking Venues in Yangon and Across the Country
Knowing where decision-makers, entrepreneurs, and the tech community gather is crucial for structuring your agenda and not limiting yourself to a few expat dinners. The concentration of economic activities in Yangon makes it the main stage for professional networking, even though Mandalay and other cities are gaining momentum.
Several entrepreneurial and tech networks already act as informal “hubs” where locals and expatriates cross paths.
The Myanmar Entrepreneurs Network (MMEN), for example, offers a monthly, free, and open meeting point for any entrepreneur (excluding multi-level marketing structures). This gathering, which regularly brings together more than three hundred fifty participants in a downtown café, operates without a fixed agenda: people come to exchange freely, discover projects, and make cross-sector contacts. This density of participants makes it fertile ground for identifying local partners, service providers, or profiles to recruit.
A network of Burmese creators and innovators, mainly in tech and startups, founded in 2012.
Brings together members generally aged 24 to 45, passionate about innovation and entrepreneurship.
Organizes meetups, festive evenings, and themed events to connect players in the new economy.
Its events are key opportunities to spot emerging talent and projects on the Burmese scene.
The digital ecosystem is particularly dynamic around structures like Phandeeyar, often described as the country’s first tech hub. This venue, launched in 2014, has already hosted several hundred events—workshops, hackathons, seminars, startup competitions, networking evenings—bringing together tens of thousands of participants. It also offers an intensive twelve-week acceleration program for startups, making it a near-mandatory stop for anyone wanting to understand local innovation.
Number of tech professionals in the Myanmar Devs Facebook group, used for technical exchanges and networking.
The data below gives an idea of the size and reach of some of these structuring networks.
| Community / Hub | Main Activity Type | Community Size (Approx.) |
|---|---|---|
| Myanmar Entrepreneurs Network | Monthly cross-sector meetups | > 350 participants per meetup |
| Yangon Entrepreneurs Network | Entrepreneur and tech network | Community of innovators, ages 24–45 |
| Phandeeyar | Tech hub and accelerator | > 500 events, 35,000 participants |
| BarCamp Yangon | Technology “unconference” | > 5,000 participants per edition |
| Myanmar Devs (Facebook group) | Online tech community | > 20,000 members |
| Women in Tech Myanmar | Women & tech network, talks, annual conference | > 3,000 members |
| Myanmar Computer Federation | IT federation (professional & student associations) | > 10,000 professionals, > 600 corporate members |
For an expatriate, joining these spaces—as a participant, speaker, or volunteer—allows you not only to meet qualified contacts, but also to show a genuine intention to contribute to the local ecosystem, which immediately boosts your legitimacy.
Chambers of Commerce, Federations, and Industry Associations: Institutional Accelerators
Beyond informal networks, Myanmar has a dense web of chambers of commerce and professional associations that structure a large part of the relationships between local and foreign companies. These organizations function as platforms for introductions, information sharing, and advocacy, often with very full meeting agendas.
The British Chamber of Commerce Myanmar is open to everyone, regardless of nationality. It offers a variety of events to facilitate professional integration: technical seminars (legal, logistics), skills workshops (public speaking, compliance), as well as trade fairs and networking evenings in collaboration with other chambers of commerce (American, French, Malaysian, Indian, Hong Kong, etc.). For a newcomer, joining, attending early events, and subscribing to newsletters allows you to quickly identify key players in your sector.
Around this English-speaking core also gravitate CCI France Myanmar, AMCHAM Myanmar, the Malaysia–Myanmar Business Chamber, the India–Myanmar Chamber, and the Myanmar Hong Kong Chamber of Commerce, each serving as a bridge between the local fabric and a specific business community. They organize country briefings, regulatory information sessions, sector missions, and joint networking evenings that bring together a mixed audience: Burmese executives, multinational representatives, consultants, business lawyers, and bankers.
For more specialized profiles, particularly in inclusive finance, IT, or entrepreneurship, other structures like the Myanmar Microfinance Association, the Myanmar Computer Federation, and the young entrepreneur associations in Yangon complete this landscape.
The value of these institutional frameworks is twofold. On one hand, they reduce uncertainty: you know who meets whom, on what topics, and with what level of filtering. On the other hand, they serve as a seal of approval: being introduced by a chamber of commerce or participating in a roundtable organized by these structures immediately lends credibility to your presence in the eyes of local contacts who may be wary of foreigners.
The Role of Expatriate Communities and Social Clubs
Even if the goal remains to build a local network, expatriate communities often provide a very useful first gateway, especially for understanding informal codes, gathering recommendations, and identifying the “right” events to attend.
The InterNations platform, which has several thousand members in Yangon, organizes social and professional activities. It offers thematic groups (culture, gastronomy, sports), as well as dinners and afterworks in venues frequented by local executives. For a new expatriate, these events are a training ground to test your pitch, gather feedback on the Burmese market, and obtain contacts in targeted sectors.
Alongside these international formats, more locally rooted clubs—business clubs, golf clubs, international women’s circles, charitable associations—allow you to connect with a different segment of society: retired senior officials, established entrepreneurs, discreet leaders who do not necessarily attend tech events or bilateral chambers but who have a considerable network.
In Myanmar, professional relationships extend beyond the office. Accepting invitations into the personal sphere (golf, family ceremonies, traditional meals) is an important sign of trust and is an integral part of the local culture.
Mentoring and “Development Networks”: An Often Underused Lever
Research on expatriate careers shows that those supported by a mentor—local or based at their company headquarters—adapt better, build a relevant network faster, and get more out of their overseas assignment. In Myanmar, where the culture is complex and communication very indirect, this need is even more pronounced.
Mentoring on assignment is structured around two complementary figures: an internal mentor from the home company, who ensures strategic follow-up, values the lessons learned, and prepares for the return; and a local mentor in Myanmar, who facilitates integration by acting as a cultural translator, a guide to internal dynamics, and a help in identifying key talent.
Work on “development networks” shows that relying on several mentors rather than just one—some local, some remote, some peers, some seniors—is particularly effective in intercultural environments. In the Burmese context, this mesh offers a double reading of situations: what is perceived at headquarters versus what is actually happening on the ground.
The development of digital tools makes remote mentoring more accessible. Structured relationships can be established via regular video conferences, secure messaging, or collaborative platforms, thus overcoming geographical constraints.
For the expatriate arriving in Myanmar, it is useful to take an active approach: identify very early on people likely to play this role—local managers, sector experts, members of professional associations, seasoned entrepreneurs—and propose a clear relationship with defined objectives, contact frequency, and confidentiality rules. This approach, common in large multinationals, is still relatively informal in the country, leaving room for individual initiative.
Leveraging Digital: Facebook, LinkedIn, and the Burmese Online Ecosystem
Myanmar has experienced a true digital revolution in a few years, going from a marginal connection rate to a largely mobile-first society. Today, several tens of millions of people use the internet in the country, and a very large portion access social networks primarily via smartphone.
Facebook is an essential multifunctional platform, serving as a social network, media outlet, entertainment tool, and professional space. Many SMEs use it for marketing, customer relations, and sales. For an expatriate, joining local professional communities on Facebook, such as Myanmar Devs in the tech sector, is a key step for integration and networking.
At the same time, LinkedIn is making clear inroads among young Burmese professionals and recruiters. Surveys of HR managers indicate that a very large majority actively uses the platform to source candidates, follow industry news, and join specialized discussion groups. For the expatriate, polishing a profile in English clearly oriented toward Myanmar, joining regional groups, and regularly publishing relevant content (field experiences, market analyses, local case studies) increases visibility among local decision-makers.
In addition to the main platforms, other apps like Viber, Telegram, and WhatsApp play an important role. Viber is widely used for daily and professional exchanges; some companies even run customer channels there. Telegram is appreciated for creating groups or channels dedicated to specific topics, including professional ones.
An expatriate who wants to build a network in Myanmar therefore benefits from combining a physical presence at key events with thoughtful activity in this digital ecosystem, while keeping in mind the risks of rumors, unverified information, and overexposure that characterize the local social environment.
To summarize, the main online channels useful for professional networking can be represented as follows.
| Platform / Tool | Dominant Use in Myanmar | Interest for a Networking Expatriate |
|---|---|---|
| Mass communication, groups, business pages | Join professional groups, follow sector communities, gain visibility | |
| Professional network, recruitment, monitoring | Position yourself with recruiters, managers, chambers of commerce | |
| Myanmar Devs (on Facebook) | Tech community, support, event announcements | Direct access to developers, CTOs, founders |
| Telegram | Thematic groups, information channels | Create or join more targeted sector groups |
| Viber | Daily messaging, professional and personal exchanges | Communication with colleagues, partners, clients |
Adapting Your Communication: Indirect, Patient, Trust-Oriented
Building a network in Myanmar requires fine-tuning your communication. It is less about “changing your personality” than about modulating how you ask questions, give feedback, or negotiate, so as not to offend the local sensitivity toward harmony and respect.
In practice, several principles can guide this adjustment.
First, avoid closed-ended questions that might put the interlocutor in a difficult position. Asking “Did you understand?” or “Can you do this by Friday?” risks eliciting a polite “yes.” Rephrasing in an open-ended way—“How do you see the next steps?”, “What would it take for this to be ready on time?”—leaves more room for an honest response without the other feeling they are letting you down.
Rather than pointing out an error directly, it is more productive to describe its possible consequences and explore solutions together. For example, say: “If we proceed like this, there is a risk that the client will understand X. How could we approach it differently?” This approach allows you to solve the problem without making the person lose face.
It is equally crucial to never reprimand someone in public, whether a subordinate or a partner. Raising your voice, showing anger, or voicing multiple criticisms in front of others is extremely poorly perceived and can break a trust-based relationship. Adjustments should be discussed in private, in a calm tone, even when tensions arise.
Some local employees, out of hierarchical respect or lack of confidence, may hesitate to take initiative or flag misunderstandings. For the expatriate manager, this requires close oversight at the start. This approach, sometimes called “positive micro-management,” involves giving detailed instructions, checking understanding by rephrasing, and gradually encouraging initiative in a safe environment.
In networking, these same mechanisms apply. Forcing an interlocutor to take a clear public stance on a sensitive topic, dragging them into a direct confrontation, or exposing them to collective criticism is a sure way to close off their network. Conversely, showing empathy, active listening, the ability to decode what is left unsaid, and patience will project the image of a reliable partner worthy of recommendations.
Going Beyond Yangon: Understanding Regional and Community Specificities
While Yangon concentrates a major share of economic activities and events, Myanmar is a country with very marked ethnic and cultural diversity. Many foreign companies operate in more remote areas—mines, hydropower projects, road infrastructure—where local populations, often from minority groups, have their own customs, taboos, and community organizations.
To build a network in specific contexts, a structured approach to cultural understanding is essential. It is recommended to co-create induction programs with local communities. These modules should cover geography, history, beliefs, sacred sites, religious practices, prohibitions, and festivals, in order to identify behaviors to avoid.
Involving community representatives in these trainings, using translators who speak ethnic languages, organizing specific meetings to gather women’s perspectives—who may hesitate to speak in front of men—are all levers to build a climate of trust. Setting up clear and accessible complaint mechanisms for local residents also reinforces this trust.
For an expatriate working in these regions, it is essential to integrate local leaders into your network—such as village chiefs, religious dignitaries, or heads of associations. These actors play a key role as mediators, information relays, and social validators, often more influential than official administrative structures. The success of a project on the ground depends on your ability to meet them with humility, acknowledge their knowledge, respect their taboos, and scrupulously honor your commitments to them.
Building for the Long Term: Reputation, Reciprocity, and Patience
In Myanmar, reputation is built by accumulating small proofs of reliability rather than through grand speeches. Arriving on time, keeping promises, responding consistently, not taking advantage of a temporary position of power, remaining accessible even in disagreement: these are markers that your contacts, often discreet, observe attentively.
The logic of reciprocity is also very strong. A favor rendered must be returned in kind, sometimes later on. Attending an event organized by a partner, helping a contact with an introduction, recommending a reliable service provider, contributing to a community or charitable activity: these gestures nurture relational capital that, sooner or later, will translate into concrete support for your projects.
You must accept that the process takes time. A mechanical approach with unrealistic deadlines is ineffective and counterproductive. Investing consistently in meetings, language learning, and understanding local issues builds your credibility over the long term.
This long-term work is all the more important because Myanmar, marked by decades of political and ethnic tensions, still has often low levels of institutional trust. In this context, the interpersonal network and inter-individual trust play a disproportionate role in the ability to move professional projects forward. The expatriate who manages to engage respectfully in this relational fabric can, over time, benefit from a rare and valuable capital of trust.
In Conclusion: A Network as a Bridge Between Worlds
Developing your professional network in Myanmar as an expatriate is like building a bridge: between corporate cultures, between communication styles, between visions of time and risk. This bridge is built neither with a simple LinkedIn account nor by accumulating business cards, but through a patient interweaving of gestures of respect, intercultural understanding, and presence in the right places—events, hubs, chambers of commerce, local communities, digital spaces.
To succeed in your assignment and foster mutual understanding, an expatriate in Myanmar must commit for the long term, find local mentors, integrate into existing networks (tech, entrepreneurial, sector-specific, or community), and adapt their communication, critical thinking, and negotiation methods.
The network thus built will not only be a career tool, but a resource for circulating ideas, responsible practices, and technical knowledge in an environment where these exchanges are an essential component of long-term development.
Disclaimer: The information provided on this website is for informational purposes only and does not constitute financial, legal, or professional advice. We encourage you to consult qualified experts before making any investment, real estate, or expatriation decisions. Although we strive to maintain up-to-date and accurate information, we do not guarantee the completeness, accuracy, or timeliness of the proposed content. As investment and expatriation involve risks, we disclaim any liability for potential losses or damages arising from the use of this site. Your use of this site confirms your acceptance of these terms and your understanding of the associated risks.
Cyril Jarnias is an independent expert in international wealth management with over 20 years of experience. As an expatriate himself, he is dedicated to helping individuals and business leaders build, protect, and pass on their wealth with complete peace of mind.
On his website, cyriljarnias.com, he shares his expertise on international real estate, offshore company formation, and expatriation.
Thanks to his expertise, he offers sound advice to optimize his clients' wealth management. Cyril Jarnias is also recognized for his appearances in many prestigious media outlets such as BFM Business, les Français de l’étranger, Le Figaro, Les Echos, and Mieux vivre votre argent, where he shares his knowledge and know-how in wealth management.
