Practical guides to structuring a business, preparing for financing and entering new markets—with a focus on the United States and Canada and an international perspective.
Practical insights on strategy, financing, organisation and international expansion.
Cosmetics, food, electronics, electrical appliances: the FDA, FCC and UL requirements to identify before exporting to the US, and in what order to tackle them.
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Distributor, agent, importer or direct sales: how to choose your channel, find and vet a US distributor, and secure the contract before signing.
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A structured method for assessing an opportunity, choosing an entry route and preparing execution before committing resources.
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Premature decisions can increase costs and slow market entry. Here are the key issues to watch.
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The right market depends on target customers, sector, operating model and available resources—not on a universal rule.
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A useful expansion strategy connects ambition, market selection, resources, timing and decision criteria.
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European businesses need to adapt their commercial, operational and organisational approach before accelerating across the Atlantic.
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Fundraising preparation starts well before the first investor meeting: strategy, numbers, governance and execution capability must tell a coherent story.
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Funders assess the coherence of the plan, the market, the team, the risks and the intended use of capital.
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An investor presentation should quickly explain the business, its growth drivers and the decisions the funding would make possible.
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Securing funding and successfully absorbing rapid growth do not require exactly the same capabilities.
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Understanding why a fundraising process struggles can improve targeting, preparation and the quality of investor discussions.
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When business activity grows faster than the organisation, decisions slow down, quality becomes inconsistent and costs become harder to control.
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A vision becomes useful when it is translated into priorities, responsibilities, resources and measurable decisions.
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Before committing new spending or entering a new market, a diagnostic helps identify strengths, constraints and priorities.
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Internal constraints can limit expansion even when market demand exists. Identifying them early protects execution.
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An external perspective can help when challenges exceed internal capacity or decisions require a dedicated working structure.
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Expansion requires clarity on who makes decisions, how the business delivers value and how commitments are controlled.
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Setting up a US entity may serve several objectives, but it should be part of a coherent commercial and operational decision.
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An expansion budget should include visible costs, setup expenses and the working capital needed during the time it takes to access the market.
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A local partner can accelerate market access, but selection should be based on strategic fit and execution capability.
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The first few months should turn strategy into learning, decisions and operational routines.
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