What we actually do

Market entry and local representation

From the country decision through to having a credible presence in the room.

We start with the decision itself. Which country, on what evidence, and what it will cost before it earns anything. Usually that means shortlisting two or three markets against your cost base, your route to first revenue and how heavy the local regulation is, then modelling the realistic options: branch, subsidiary, distributor, or simply employing someone and reviewing it in a year.

If the answer is to go ahead, we run the setup. Registration, banking and local compliance are handled by law and tax firms in that market. We choose them, brief them, manage them and answer to you for the result.

Then there is the part most advisers skip. We can act as your named presence in market, taking meetings, dealing with suppliers, distributors and authorities, and reporting back in a form your board can use.

• Market selection. Two or three countries shortlisted against revenue potential, cost of presence, regulatory load and realistic time to first sale.
• Entry structuring. Branch, subsidiary, distributor or employ first, with cost and timeline modelled for each so the choice is a commercial one.
• Setup and registration. Entity formation, banking, tax registration and local filings, coordinated through licensed firms under our project management.
• Local representation. A named point of contact in market for meetings, supplier and authority liaison, inspections, site visits and regular reporting.
• Commercial groundwork. Identifying and qualifying customers, distributors, partners and suppliers, then getting you into the first conversation.
• Operating model. Who does what after launch, what gets reported, who signs, and which vendors stay in place.

Employment, mobility and talent

The bottleneck for most SMEs, and where things go wrong quietly and expensively.

We arrange compliant employment in over a hundred countries through established Employer of Record providers, which means you can hire in around three weeks instead of six months without opening an entity. We select the provider, negotiate the terms, run onboarding and manage the arrangement afterwards so it does not become another thing on your desk.

Alongside that we recruit the roles that decide whether a market works: country managers, first sales hires, engineers, operations leads. We also handle relocation for founders and key staff, with work permits and visas run through licensed immigration counsel and the practical side handled by us.

• Employer of Record. Provider selection, contracting, onboarding and ongoing management, with the option to move provider or bring employment in house later.
• Recruitment and search. Country managers, sales leads, engineers, finance and operations hires, with the pay benchmarking needed to make a competitive offer.
• Contract and project staffing. Resourcing for launches, migrations, tenders and other fixed term work.
• Relocation and work permits. Visa and permit processes coordinated with licensed immigration counsel, plus housing, registration, schooling and banking on arrival.
• Employment operations. Contracts, handbooks, onboarding, performance cycles and exits for small distributed teams.
• Contractor review. An honest read on whether the people you already pay abroad are correctly classified, and what it takes to fix it if they are not.

Leadership and team capability

Short, practical programmes for people who already have a day job.

Companies that expand fast usually discover their managers were never trained to manage, and now they are managing across three time zones. The fix is rarely a leadership retreat. It is a handful of specific habits, taught to the six or seven people who set the tone for everyone else.

Programmes run virtually, in person, or as a mix, and are modular so they fit around a real calendar.

• First time and emerging managers. The highest leverage investment available to a company that has just doubled in size.
• Running distributed teams. Operating rhythm, decision rights, handovers between time zones, and what has to be written down.
• Commercial capability. Consultative selling, account management and pipeline discipline for teams selling into unfamiliar markets.
• People basics for non HR leaders. Hiring, feedback, performance conversations and knowing where the legal lines sit.
• Working across cultures. Market specific and practical, delivered by people who work in those markets rather than from a textbook.
• Train the trainer. Handing the material to someone internal so the capability stays after we leave.