One team in front. A bench of specialists behind.
Expanding into the US needs lawyers, accountants, regulatory specialists, recruiters and channel partners. Most companies end up managing all of them. You manage one relationship, and we manage the rest.
combined
in the US
delivered
project value
What the bench covers
Each of these is work we bring a specialist in for rather than pretend to do ourselves. We scope it, select the partner, manage the delivery and stay accountable for the result.
Corporate & legal
Entity formation, corporate structuring, contracts and commercial agreements, and the legal work around partnership and licensing.
Tax & accounting
US tax registration and structuring, bookkeeping and reporting, and the cross-border questions that come with a foreign parent.
Regulatory & quality
Pathway assessment and submissions for regulated products, and the quality systems that have to exist before a product can be sold here.
Banking & finance
US banking relationships, payments infrastructure, and introductions on the capital side where a raise is part of the plan.
Recruiting & HR
First local hires, employment structure and payroll, and the HR compliance that catches most foreign entrants off guard.
Brand & marketing
Localization of brand and messaging for a US audience, plus the digital presence a US buyer expects before taking a first meeting.
Sales & distribution
Channel design, distributor and reseller identification, and the commercial introductions that shorten the first sales cycle.
Facilities & operations
Office and site requirements, vendor selection and the operational setup work that has to happen before anyone can start.
This is not a referral list
Plenty of firms will introduce you to a lawyer and consider the job done. The distinction matters the moment two specialists give you conflicting advice.
A referral network
- You are handed a name and an introduction
- You hold each contract separately
- You brief each firm on your business from scratch
- You reconcile the conflicting advice yourself
- Nobody owns the gaps between them
Our ecosystem
- We scope the work and select the partner for it
- You deal with one relationship and one point of accountability
- Context is carried across the bench, not re-explained
- Conflicts get resolved before they reach you
- The gaps are the whole reason we exist
How a partner gets brought in
Specialists join when the work needs them, not at the start as a bundled package.
We scope it
The requirement is defined by someone who has done the work before, so the brief is specific rather than open-ended.
We select
We choose from partners we have worked with, matched to your sector and stage rather than to whoever is available.
We manage
Delivery runs through us. You are not project-managing a specialist in a country you do not operate in yet.
We integrate
The output lands inside the wider plan instead of arriving as a standalone deliverable you then have to place.
The two names on every engagement
Specialists change with the work. The people accountable for it do not. Both partners sit in the engagement rather than handing it to a delivery team.
Aytug Pala
Managing Director
International expansion, project execution and cross-border investment, built across the U.S., Qatar, Azerbaijan and Turkey.
Dr. Mert Şahin
Managing Director
Healthcare and life sciences commercialization, regulated product launch and business strategy, built across the EU, the U.S. and emerging markets.
Take the whole thing or one piece of it
Full-suite or modular. Some clients hand us the entire expansion and we run every function above through to a working operation. Others take single modules, such as entity setup and compliance only, or channel build only, and keep the rest in-house. Both work. What does not work is splitting a function halfway, because then nobody owns it.
Find out what your expansion actually requires
Most companies over-scope one function and forget another entirely. A short conversation usually surfaces both.