Company Internationalization
Advisory for corporates and entrepreneurs extending their activities to new markets, aligning market thesis, operating model, financing and local execution within a coherent governance framework.
Our approach.
We support corporates, entrepreneurs and scale-ups extending their activities to new markets. Our role is to translate an international ambition into a coherent operating decision: which markets to enter and in what order, through which operating model, with which financing envelope and with which governance framework. The regulated, legal, tax and employment dimensions are handled in each jurisdiction by qualified local professionals; we coordinate them around a single mandate and a single roadmap.
Every internationalization decision combines a market thesis, an operating-model choice and a governance question. The market thesis identifies where value can credibly be created; the operating model expresses how the company will deliver in the chosen jurisdiction; the governance question determines who decides what, and how the local activity connects to the group.
The available operating alternatives — direct entry through a local entity, branch, joint venture, distribution or partnership arrangement, acquisition — each carry different financing, tax, transfer-pricing, employment and governance implications. We help the client compare them explicitly and choose the option that fits the current ambition, in preference to the option closest to what has already been done.
Our engagements typically cover market-entry thesis and jurisdiction prioritization, operating-model assessment, entity/branch/distribution alternatives, financing structure, coordination of transfer-pricing, customs and employment workstreams through qualified professionals, implementation roadmap and governance framework.
- Corporates preparing cross-border expansion with a clear industrial ambition.
- Scale-ups structuring their international deployment in a disciplined way.
- Groups reorganising an existing international footprint.
- Family businesses opening a new geographic chapter.
- Entering a new market for the first time
A company with a proven model at home is preparing its first structured entry into a new jurisdiction.
- Choosing between operating alternatives
Management is comparing local entity, branch, distribution and partnership options and needs the financial and governance consequences made explicit.
- Restructuring an international footprint
A group is simplifying or rebalancing its international operations to align with a revised strategy.
- Scale
- Mid-market European companies preparing cross-border expansion or corridor entry.
- Timing
- Typically several months from mandate to closing, depending on complexity and counterparties.
- Geography
- European home base with recurring corridors towards Luxembourg, Switzerland, Monaco, UK, MENA, US and selected Asian hubs.
- Market thesis and jurisdiction prioritization.
- Operating-model assessment and entity/branch/distribution alternatives.
- Financing structure for the international perimeter.
- Coordination of qualified local advisers on tax, transfer pricing, customs, employment and regulatory matters.
- Implementation roadmap and milestone tracking.
- Governance framework connecting local operations to the group.
- Practical geographic footprint of the mandate — Paris (HQ), London, Lugano, Monaco, Luxembourg, Hong Kong and the United States — with qualified local advisers coordinated in each jurisdiction engaged.
- 01Assess
We assess the strategic ambition, the target markets and the readiness of the company.
- 02Compare
We compare operating-model alternatives on financial, governance and coordination criteria with qualified local advisers.
- 03Structure
We shape the chosen entry model, the financing envelope and the governance framework.
- 04Prepare
We prepare the operating blueprint and coordinate the workstreams needed before launch.
- 05Deploy
We coordinate deployment with the client teams and the local counterparties and advisers.
- Coherent entry decision
The market, model, financing and governance choices are aligned on a single reasoning.
- Coordinated jurisdictional discipline
Qualified local professionals advance on a single mandate calendar with visible dependencies.
- Institutional readiness abroad
Local operations open with governance, financing and reporting that meet institutional expectations from day one.
- Legal
Qualified local counsel handles corporate incorporation, contracts, regulated licences and jurisdictional formalities.
- Tax and transfer pricing
Qualified tax advisers handle jurisdictional tax positions, transfer-pricing frameworks and intra-group flows.
- Employment and mobility
Qualified employment counsel and mobility specialists address local employment law, social contributions and mobility arrangements.
- Customs and trade
Qualified customs and trade advisers address flows, incoterms and regulated goods where applicable.
- Explicit comparison of alternatives
We force an honest comparison between operating options before the client commits.
- Multi-jurisdictional coordination habit
We are used to aligning qualified advisers across several jurisdictions under one roadmap.
- Governance-first mindset
We design the group-to-local governance layer at the same time as the operating structure.
- Established companies with a proven domestic model ready to be exported.
- Groups seeking coordinated legal, tax and financial engineering across jurisdictions.
- Founders open to structured governance in target markets.
- Pre-revenue businesses without a validated domestic base.
- Expansion plans without local counsel or operational anchor.
- Strategies pursuing regulatory avoidance rather than structured entry.
- Local legal, tax, employment, customs and regulatory matters are handled by qualified professionals in each jurisdiction.
- Any financing associated with the international perimeter is provided by identified banks, funds or investors under their own regulated capacity.
- How do you prioritise markets?
- We combine strategic fit, regulatory readability, financial sizing and operational feasibility, then apply the client’s own priorities to arrive at a defensible order.
- Do you handle local legal and tax execution?
- Qualified local professionals handle those workstreams. We coordinate them so their outputs feed a single strategic decision and roadmap.
- How is financing addressed?
- We structure the financing envelope of the international perimeter and coordinate with the identified banks, funds or investors that provide the capital.
- How long does an internationalization project take?
- The calendar depends on the number of jurisdictions, the operating alternatives compared and the readiness of the client. We set it explicitly at the framing stage.