Make international growth worth the capital.
I help companies and investors work out what made the current business successful, what actually transfers across markets and channels, and what needs to be built to turn expansion into a repeatable growth engine.
For CEOs, founders and growth leaders, and for the investors and boards behind them.
The growth plan sounds simpler than the growth problem.
Each is one line in a growth plan. Each can also change the customer decision, the competitive system, the margin structure and the organisation needed to deliver it.
What worked at home may not travel
Customer behaviour, channel advantage, brand permission, relationships or acquisition economics can change when the geography or the route to market changes.
Revenue portability is not economic portability
A company can generate sales in another market while CAC, retailer margin, fulfilment, inventory, local SG&A or CapEx make the model economically unattractive.
A capability can travel and still stop being decisive
A strong performance-marketing engine may be highly portable, and matter far less in a market where pharmacies, specialists or retailers control trust and recommendation.
The question is not simply where to expand. It is which growth deserves the next €1 of capital.
Seven moments that start the conversation.
Start with what made the business work.
Six steps, in order. Every expansion decision I work on runs through them, whether the person asking is a CEO or an investor.
See the full approachThe same problem looks different depending on who owns the decision.
Which growth should we pursue, and who will own it?
You have proven something at home or in a first foreign market. Now it has to be reproduced without destroying the economics or multiplying complexity.
- Market selection
- Channel configuration
- Economics and capabilities
- Central vs local design
- Execution ownership
Which growth deserves capital, and can management deliver it?
International growth is part of the investment case. I do not build the LBO model. I work on the operating assumptions underneath it.
- Investment-thesis assumptions
- Transferability
- EBITDA and cash impact
- Capital intensity and time to proof
- Management capacity and proof points
Four ways in, from the first question to getting it built.
Expansion Thesis & Opportunity
Where should we grow, and why?
- What made the current business work
- Transferability
- Market and category structure
- Market × channel × proposition options
- Economic attractiveness
Growth Configuration & Economics
What model should we use?
- DTC, retail, distributor, partner, franchise or acquisition
- Contribution economics
- Capital requirement
- Central and local design
- Sequencing
Expansion Operating Model
What needs to exist to make it repeatable?
- Capabilities and organisation
- Decision rights
- Processes
- Data and KPIs
- Central vs local roles
Embedded Expansion Leadership
Who will actually get it built?
- Own one cross-functional growth workstream
- Run the tests
- Coordinate teams
- Build the system
- Hand it back once repeatable
For investors: these map to diligence, the first 100 days, value-creation execution and the mid-hold re-underwrite.
See the investor viewWhere the judgement comes from.
Two kinds of evidence, kept separate: my own operating experience, and outside-in studies of companies facing difficult growth transitions.
Closed cases
Growth-move database
One company. One expansion question.
Start with a fixed-scope Expansion Review and get a written answer on whether to scale, test, adapt, defer or stop, before the next euro of capital goes in.