Tariff Trouble? What UK Exporters Need to Know About the Latest U.S. Trade Move
So, you sell into the U.S. Great market. Strong currency. Predictable demand. You’ve spent years building relationships, navigating compliance, and maybe even getting your product stocked in all the right places.
And then—boom.
As of this month, the U.S. has imposed a 10% tariff on all UK imports, with 25% duties on vehicles and other manufacturing-heavy categories. Not just a headline—an actual line item on your margin.
Whether you’re exporting whisky, wellness products, electric bike parts or anything in between… this is going to sting.
But it doesn’t have to derail your business.
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What’s Happening (And Why It Matters)
This isn’t just noise. It’s real policy. These tariffs are part of Trump’s so-called “Liberation Day” measures—a sweeping package aimed at “rebalancing global trade.” And yes, the UK is firmly in the crosshairs, with these new import duties now live.
If your business relies on U.S. revenue, you’re now looking at:
• 10% tariffs on most UK goods
• 25% tariffs on vehicles and vehicle parts
• Knock-on effects in sectors like pharma, food and drink, and tech
Even if your margins are decent, a sudden 10–25% hit to pricing is going to trigger some tough conversations—internally, with customers, and with your board.
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A CFO’s Take: How Do You Respond to Something Like This?
If you’re feeling caught off guard—you’re not alone. These kinds of policy changes are exactly where a strategic CFO can become a critical partner. Not just to patch the financial hole, but to help you respond quickly and smartly.
Here’s what a Fractional CFO would be doing this week if they were in your corner:
1. Assessing Exposure (Fast)
First up, it’s about understanding the actual financial impact.
• What % of revenue is from the U.S.?
• What products fall under the new tariff rules?
• How do these changes affect gross margin per unit?
They’d be modelling different scenarios to show you what happens if you absorb the tariff, pass it on to customers, or restructure pricing altogether. Clarity = calm.
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2. Evaluating Pricing Strategy
Your CFO would help you figure out:
• Can you reposition your product as premium to support a higher price point?
• Would it be smarter to offer bundled pricing or revised SKUs to protect value perception?
• Where are there efficiencies to protect margin if you do absorb part of the cost?
Every pound you don’t protect is one you’re leaving on the table.
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3. Exploring Route-to-Market Adjustments
Depending on your size, your CFO might be looking at:
• Setting up U.S. fulfilment or warehousing to lower shipping and duties
• Partnering with U.S. distributors who can share the tariff burden
• Even exploring contract manufacturing stateside to eliminate the tariff entirely
These are big conversations—but they start with finance.
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4. Keeping You Investor-Ready
If you’re fundraising or planning a sale in the next 12–24 months, this matters.
Investors and acquirers want to see that you:
✅ Saw it coming
✅ Handled it well
✅ Have a plan to maintain growth despite the challenge
Your CFO is the one helping tell that story with confidence and credibility.
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Bottom Line?
This Is a Test of Strategic Agility
You can’t stop global politics. But you can respond like a business that’s well-led, well-prepared, and still very much in control.
That’s what the right CFO brings—not just number crunching, but clear thinking when things get messy.
