Land in the US with someone who has done it before.
Overseas software and hardware companies, and firms from other states, open in Austin to reach the customers, talent and suppliers around it. Most stumble on execution: the entity, the first hires and the habits of a market that does not explain itself.
What makes a US landing harder than it looks
Strategy rarely sinks a landing. The detail does:
Structure decided from a distance
The entity, state registrations and tax filings carry consequences that are awkward to unwind once trading has begun.
The country lead sets the first year
The wrong country lead costs a year. The right one needs authority, pay in line with the local market and an equity story.
Local buying habits misread
Procurement, references and the way US buyers talk about price differ from your home market.
Reports that say little
Reports arrive on schedule, in the right format and tell you very little about what is happening.
For a company opening in Austin, a fractional executive means a senior person in the city early, and no permanent country head hired before you know how big the opportunity is. They stand the office up and run it through launch, and then either a permanent hire inherits it or you hear plainly that the market is not worth another dollar.
Who this is for, and who it is not
Best for
- International companies opening their first US entity
- Entrants who need speed and local knowledge from day one
- A launch that needs commercial, finance and operations led at once
- Businesses testing the market before committing to a full local C-suite
- A distributor or partner in place, but no one owning the market strategy
Not for
- A pure legal or licensing task an adviser should handle
- Businesses with no product or offer ready for the market yet
- A one-off market study with no intention to enter
- Companies wanting a nominee rather than an operating leader
How we support a new chapter
The executive comes from a vetted collective, and our involvement runs while the engagement does.
Early word on drift
If the launch or the growth push drifts, you hear it from us early and we rework the brief together.
The collective in reach
Questions about a new market or a new buyer reach operators in the collective who have sold there.
Orderly changeovers
When an executive moves on, the next search starts from what the engagement has already taught us about your business.
Matched to the market
Buyers here judge suppliers on proof and references, so we match for someone who can earn them.
Market entry works in phases, not a single launch
From pre-entry setup to an established business, with the scope adjusting as you go.
Pre-entry: setup and strategy
Entity structure recommendation, regulatory navigation, early relationship building, and market intelligence gathering, before you arrive.
Landing: first 90 days
Commercial engagement begins. Operational infrastructure established. Team building starts. Financial and compliance framework is operational.
Traction: months 3–12
Commercial pipeline develops. Operational model proves out. Team grows. Leadership needs evolve and scope adjusts.
Establishment: months 12–24
Business is established. Revenue is evidence-based. Specific functions may transition to full-time hires. We advise on when and how.
The market-entry leadership stack
Most entries need more than one function led at once. Start with the one under most pressure, then add others as you establish.
Market entry needs leadership across commercial, finance, operations and people
Start with the function under the most pressure, then add others as the entry matures.
Our executives bring market-entry experience from
