Evan Smith Discusses the Evolving Landscape of Global Trade in Gaming

Today, I’m chatting with Evan Smith, co-founder and CEO of Altana, a company that creates software tools designed to navigate the complex and often chaotic world of global supply chains.

We last spoke with Evan in early 2025, where we discussed the initial impacts of tariffs on global trade and the insights Altana was gathering from macro-level shipping and trade data. It was a thought-provoking conversation that delved deep into the intricacies of international relations and economics.

Fast forward a year and a half, and the landscape has only grown more tumultuous, both in trade and the broader business environment. As you’ll hear, we dove right back into those complexities.

Advancements in agentic AI have transformed what Altana can achieve, but they’ve also reshaped the way the company operates. Evan shares how AI is revolutionizing their software development for clients managing billions in international trade, sparking significant discussions about the future of software companies in 2026.

Trade policies are shifting rapidly, especially in the U.S., where the effects of the Trump administration’s tariff strategies and geopolitical tensions, like the conflict in Iran, create a whirlwind of changes. Keeping up with these evolving rules is a challenge, and that’s where Altana steps in. The data they collect provides a comprehensive view of the current state of affairs. For instance, I asked Evan if the tariffs intended to bring manufacturing jobs back to the U.S. were actually working. Unsurprisingly, his answer was “no.” The reliance on global supply chains remains strong, and the pressure on critical economic chokepoints, such as the Strait of Hormuz, is intensifying.

Evan and I have a great rapport, and as you can tell, we enjoy diving into these topics.

Let’s get started with Evan Smith, CEO of Altana.

This interview has been lightly edited for length and clarity.

Evan, welcome back to the show. It’s great to have you here again.

Thanks for having me! It’s good to be back.

Reflecting on our last conversation from a year and a half ago, we jumped right into the deep end of what it means to manage the global economy. For those who want to revisit that discussion, it’s definitely worth checking out.

What strikes me now is that many of the concepts we discussed back then have become more tangible. You founded Altana on the premise that globalization, as we knew it—what you refer to as “globalization 1.0”—was coming to an end and that the world needed software to navigate the complexities that would arise. Now, it feels like we’ve moved from theory to reality. Would you agree?

Absolutely. One of our investors described Altana as “an index bet on global dislocation.”

That’s quite a statement. Can I ask a more philosophical question about that? I often hear CEOs talk about making bets like this, but on the ground, it’s chaos. While it sounds great in a boardroom, how do you reconcile that with the struggles everyday people are facing? There’s a lot of anxiety out there.

Trade impacts nearly every aspect of our lives. Our mission is to improve globalization, not retreat from it. We believe it needs to be more trusted, secure, and fair. Trade should continue across borders, and that’s the core ethos of our company. We collaborate with clients who are on the front lines of these issues, including major logistics providers and government agencies. The stakes are high—think about the implications for medical supplies or food prices.

I completely agree that dislocation has profound effects on everyday people. Trade is essential for growth and sustenance. The challenge is how to balance enforcement and geopolitical tensions with the need for vibrant trade and economic security. I believe Altana can help answer that question.

I’m asking because I worry that there are too many layers of abstraction in the solutions being built for our current world. You just acquired a company called Cervo AI, which focuses on customs brokerage—something that wasn’t a significant issue in earlier globalization.

Exactly. Trade used to flow freely, but now with increased barriers, there’s more paperwork. Altana sees this as an opportunity, hence the acquisition of an AI platform that streamlines that process. It’s a smart move, but it also raises questions about the efficiency of using AI to fill out forms that didn’t exist before.

To be cheeky, we do have AI systems on both sides of the border communicating with each other. The future involves orchestrating trade networks with these intelligent systems. The technology enabling this is advancing rapidly, and we’re riding that wave. To have global commerce—like enjoying strawberries in winter in the U.S.—we need to tackle border complexities. The geopolitical landscape is shifting, and we’re in a world where economic and national security are paramount.

It’s not just theoretical anymore; it’s happening. We’re all aware of the news. Returning to customs, the question remains: how do we ensure security and enforcement while maintaining vibrant trade? I see AI as the solution.

Let’s get back to the core of our discussion. If anyone wants to dive deeper into Altana, I recommend checking out our previous episode. But for those catching up, can you briefly explain what Altana does?

Altana connects public and private sectors into a cohesive network for managing trade. It’s like a shared map of the world’s supply chain, allowing everyone to see the same data. We have a collaboration layer powered by AI that connects government agencies, major logistics providers, and Fortune 1,000 companies with their suppliers.

Think of it as a Google Maps for supply chains, where parties can transact and manage trade effectively. This is where the Cervo AI acquisition comes into play, as agents increasingly work alongside humans in these interactions.

I’m curious about your unique data model and how it works with Altana.

Before we dive into that, let’s do a quick lightning round of questions. Last time we spoke, you had around 240 employees. How has Altana grown since then?

We’re just under 300 now, and we might have just crossed that threshold with the acquisition. We’re structured to operate through an extended leadership team, covering a vast amount of ground. We work with nine governments globally and have three product lines serving different government users, along with a logistics vertical and enterprise clients. It’s complex and broad.

With a company of this size, communication and coordination become challenging. I’m focused on ensuring our leaders have a comprehensive view of the entire landscape, not just their specific functions. It can be messy, and people may complain about lengthy meetings, but I believe it’s the best way to manage our growth and ambition.

That connects to my next question. Last time, you mentioned your decision-making process was evolving from a consensus model to a more decisive approach, especially in product management. Is that still the case?

Yes, that’s still true. Since then, we’ve brought in experts with deep domain knowledge in areas like trade and logistics. This has allowed us to make product decisions more quickly by combining traditional product management with their expertise. The pace of change in the world demands that we move fast, and our new agentic product development lifecycle enhances our velocity.

Let’s talk about that. I’ve spoken with CEOs of larger, more established companies who are navigating a shift in roles among product managers, designers, and engineers. It seems like Altana is still operating like a startup, free from that baggage.

Absolutely. We’re still very much a startup, and we’re seeing a convergence of roles. Engineers are getting involved in design, and product managers are coding. While we haven’t fully realized this end state, it’s an ongoing conversation within the company. Change can be challenging, especially for those who have specialized in traditional roles.

Altana is relatively young. How much transformation are we talking about?

We’re approaching eight years now, and our team is quite mature for a tech company. We tend to hire individuals later in their careers, especially in engineering, which brings a wealth of experience to the table.

Your clients are high-stakes customers with strong opinions. How do you balance the demands of building software against the need to innovate your development processes?

That’s a delicate balance. Prototyping and getting MVPs out is easier than deploying highly functional software with stringent service-level agreements. We’re working on improving our systems to ensure we can ship quickly while maintaining performance and reliability.

Your customers are likely very cost-conscious. How do you manage the costs associated with AI and ensure that it doesn’t become a burden on your pricing model?

Internally, we’re all having conversations about the rising costs of AI. While our token spend has increased, it hasn’t significantly impacted our bottom line because we’re also becoming more productive. Our pricing model is based on the physical goods managed on the Altana network, which doesn’t directly correlate with AI compute costs.

With the Cervo acquisition, we’re exploring new pricing dynamics. Instead of charging per transaction, we’re considering value-based pricing that aligns with the outcomes we deliver.

As trade barriers increase, how do you see the role of AI in navigating these challenges?

AI can help streamline processes and reduce friction at borders. With the Cervo platform, we can create standard operating procedures for customs that adapt to various data inputs, making the process more efficient.

I appreciate the term “data pathologies.” It highlights how structured data can be problematic, and AI can help address those issues.

In the realm of customs, the goal is to create a library of trusted goods, similar to trusted traveler programs. This would allow for smoother processing at borders, reducing the need for repetitive scrutiny.

We’re building an Altana Product Passport that continuously monitors and vets goods, providing a comprehensive view of compliance and safety attributes. This approach allows importers to streamline their processes significantly.

As we wrap up, I want to touch on the geopolitical landscape. The situation in the Strait of Hormuz illustrates how economic choke points can lead to real-world conflict. How does Altana fit into this picture?

The lesson from Hormuz is that economic choke points can lead to physical warfare outcomes. We’re entering a world where these economic and supply chain vulnerabilities can be exploited.

The key to preventing conflict lies in supply chain resilience and redundancy. By understanding and managing these networks, we can create a more peaceful world.

Evan, it’s always a pleasure to have you on the show. Thank you for sharing your insights.

Anytime!

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