Our approach
Evidence-led decisions at every stage of U.S. entry.
Expanding into the United States is a sequence of decisions, each more expensive to reverse than the last. Our approach ensures that each one is taken on evidence, with the risks made explicit.
The problem
Most expansion plans fail on untested assumptions.
Success in the home market does not replicate automatically. Between markets, almost every variable that drives the economics changes: how customers decide, who you compete with, the price the market accepts, the margin left after U.S. costs and the length of the sales cycle. The most common mistake is to incorporate first and validate the business later.
Home-market demand will carry over to the U.S.
Category data, import flows and interviews with U.S. buyers
The entry decision and the priority segment
Home-market pricing will hold in the U.S.
U.S. price points, channel margins and landed cost
Price tier, channel and margin targets
Our U.S. competitors are the ones we already know.
Local brands, substitutes and how buyers compare them
Positioning and the message you lead with
Incorporation is the simple part.
Entity, tax, licensing, banking and hiring requirements, with partners
Budget, timeline and structure of the U.S. company
Our existing network will bring the first clients.
Channel access, sales cycle and customer acquisition cost
Go-to-market plan and year-one targets
How we engage
Four phases and three decision gates, with the option to stop at each one.
Each phase answers one question and produces a deliverable with value on its own. No phase begins until the preceding gate is approved.
- I
Diagnose
- Question
- Is the U.S. right for this company, now?
- Output
- Feasibility verdict
- G1
- II
Design
- Question
- What is the right way in?
- Output
- Entry blueprint and go-to-market plan
- G2
- III
Build
- Question
- Can the operation be set up correctly and on schedule?
- Output
- Company, partners, suppliers and launch
- G3
- IV
Run & scale
- Question
- Is the operation delivering results, and what comes next?
- Output
- Operating rhythm and advisory
G1 Go, adapt, test further or waitG2 Investment approvedG3 Ready to launch
What we measure
Six criteria every expansion must meet.
We score each dimension on evidence, not opinion. The profile below is an example of a company that should adapt before it launches.
Launch threshold: 60Evidence score from 0 to 100
Reading the profile: demand and customer fit are strong, but price, margin and operations are not ready. In this example, the recommendation would be to adapt before launch.
Illustrative example. Real scores combine market evidence, company data and expert review.
View as table
| Dimension | Score | Status |
|---|---|---|
| Market attractiveness | 80 | Ready |
| Customer fit | 72 | Ready |
| Competitive room | 61 | Ready |
| Price and margin | 38 | Gap |
| Route to market | 64 | Ready |
| Operational readiness | 42 | Gap |
An independent assessment, with no stake in a predetermined answer.
Every assessment ends in one of four answers. Each is a sound outcome when reached before capital is committed.
Go
The evidence supports entry on the current plan.
Adapt
The opportunity is real, but the offer or the model needs changes first.
Test further
Key assumptions remain open, and we define the next tests.
Not now
The timing or the economics do not yet hold. It is better to establish this before investing.
What you receive
Decision-grade deliverables at every phase.
Each phase closes with an executive review with your leadership. Every deliverable stands on its own, including when the decision is not to proceed.
Decision brief
Findings, risks and a clear recommendation.
Financial model
Revenue, costs and investment in U.S. terms.
Entry blueprint
Location, model and an 18-month roadmap.
Go-to-market plan
Segments, channels, pricing and launch.
Launch plan
Company setup, partners, suppliers and go-live.
Operating dashboard
The indicators we review with you every month.
Dedicated senior leadership
The same partner in charge, from the first meeting to launch.
Presence in New York
A local presence for meetings with partners, suppliers and customers.
A vetted partner network
Legal, tax, immigration and logistics specialists, coordinated by us.
Three working languages
We work in English, Portuguese and Spanish.