Open in Miami with someone who has done it before.
Most failed entries are not strategy failures. These are failures of execution, in the first hires, the customers and local expectations, each cheap to get right and costly to get wrong.
What makes Miami harder than it looks
The plan is usually sound. The ground is where it goes wrong:
A base for the Americas, or a market
Miami is both a US city and a gateway to Latin America. Plans that blur the two end up serving neither well.
The first hire is the bet
If the first local leader is wrong you lose a year. Leaving quickly is possible but not cheap.
Relationships before contracts
Deals move on introductions and on language. A team that is not bilingual waits a long time for a second meeting.
Head office cannot read the signals
Reports come back neat and hide what is really happening.
A fractional executive can be on the ground within weeks, with no permanent regional head committed until the opportunity is clear. They set it up and run it, then hand over or tell you frankly the market is not worth the next tranche.
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
A regional lead with support behind them
Opening a US or Latin American hub needs a senior person on the ground and governance around them. We provide both as the hub grows.
Reviews with headquarters
Headquarters, your regional lead and we review progress on a fixed calendar, and the brief changes when the market gives its answer.
Help across the collective
Your regional lead has 800+ colleagues to ask. A hiring question that turns out to be a tax question finds someone who has handled both.
The hub keeps its lead
If your regional lead leaves, headquarters keeps its footing: our next search builds on the launch notes we hold, and we look after the transition.
A bridge between offices
Someone who can explain headquarters to the region, and the region to headquarters, is worth more than a famous name.
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
