Technology transfer is often described as a technical and managerial exercise, where innovations designed in one setting are simply deployed elsewhere. Yet my experience with Airbus’s VR training tool at CTRM in Malaysia revealed a more complex reality. The system did not fail because of hardware malfunction or software error; it faltered because its design carried cultural assumptions that misaligned with local work practices. Through immersive observation, dialogue and iterative adaptation, I learned that successful transfer requires more than technical robustness—it demands cultural fit, absorptive capacity and trust. This chapter weaves together personal vignettes from my fieldwork moments of hesitation in the VR lab and side conversations with trainers over teh tarik, with theoretical insights from STS, diffusion of innovations and anthropotechnology. The chapter argues that technology does not transfer on its own; people transfer it through processes of translation, compromise and co-creation. By situating CTRM’s experience within broader global cases, the chapter identifies five elements crucial for transfer: contextual research, stakeholder involvement, iterative design, trust infrastructure and cognitive fit. Together, they form a framework for understanding why some transfers succeed while others fail. More importantly, they highlight the ethical responsibility of engineers, managers and policymakers to treat technology transfer not as delivery but as dialogue.