What weare engaged to do.
Six practices that overlap by design. Cross-border problems refuse to respect the boundaries between strategy, structure, compliance and systems, so we do not organise ourselves as if they did.
- Practices
- Six
- Engagement start
- 2–3 weeks
- Pricing
- Fixed scope
- Languages
- EN · ES
Expanding across a border is rarely a marketing problem. It is a sequencing problem: the entity, the banking, the tax position, the first hire and the first customer all depend on each other, and getting the order wrong is expensive to unwind. We build the sequence before you commit capital — sizing the opportunity honestly, comparing entry modes against your risk appetite, and mapping every regulatory gate you will need to clear.
What you receive
- Market sizing and opportunity assessment
- Entry-mode comparison: subsidiary, branch, JV, distributor, acquisition
- Regulatory, licensing and tax-residency mapping
- Localisation strategy for product, pricing and positioning
- Phased launch roadmap with capital requirements and decision gates
Typically for
- A US company opening its first European entity
- A Latin American group establishing a Delaware holding structure
- A services firm testing three candidate markets before committing
Four ways to work with us.
Scope and price are agreed before work begins. If the right answer is a two-week diagnostic rather than a six-month programme, we will say so — and we will say so before you have paid for the six-month programme.
- 012–4 weeks · Fixed fee
Diagnostic
A defined question answered with evidence. We establish the facts, quantify the constraint and write a findings memorandum with a clear recommendation. Frequently the whole engagement a client needs.
Boards and owners who need an independent read before committing.
- 026–12 weeks · Fixed fee
Design programme
Diagnosis plus a fully costed and sequenced plan: entity architecture, operating model, commercial strategy or systems roadmap, with the trade-offs made explicit and the decision left with you.
Companies about to commit capital to a market, structure or system.
- 033–12 months · Monthly
Execution retainer
We stay through delivery — coordinating counsel, accountants and vendors, chairing working sessions and holding milestones. Defined deliverables, defined end date, no open-ended hourly billing.
Teams executing a plan while still running the business.
- 04Ongoing · Monthly
Advisory seat
A standing relationship for the decisions that arrive between projects: a new jurisdiction, an acquisition, a governance question, a board paper that needs challenging before it is tabled.
Owners who want a second opinion on call rather than on retainer-by-crisis.
Every engagement, same spine.
Scaled to the decision, but never skipped. You always know which phase you are in and what it produces.
The method in full- 01
Diagnose
Weeks 1–2We establish the facts before forming an opinion. Interviews across the organisation, a hard look at the numbers, and a review of the structures and systems already in place. The output is a written diagnosis of what is actually constraining the business — which is frequently not what the brief described.
- 02
Design
Weeks 3–5Options, not a single recommendation. Each route is costed, sequenced and stress-tested against the downside, so the decision belongs to you and is made with the trade-offs visible. We state our recommendation plainly and the conditions under which we would change it.
- 03
Deploy
Weeks 6+Strategy that stops at the deck is not worth commissioning. We work alongside your team through execution — coordinating counsel, accountants and vendors, chairing the working sessions, and holding the plan to its milestones as reality intervenes.
- 04
Sustain
OngoingWe hand over something your team can run without us: documented processes, named owners, a reporting cadence and the metrics that show whether the change held. Where it is useful, we stay available on a defined retainer rather than an open-ended one.