Market Entry Sprint
Six to ten weeks. Single US corridor, fast rebuild. Used where the investor needs the US commercial surface corrected in one defined slice before the first post-close quarter reports.
See the Sprint →
For family-office direct-investment arms, private-equity portfolio leadership, and principals in the thirty days before or after acquisition. The target's US marketing register is frequently the mispriced risk. Fixing it is architectural, not cosmetic.
The first signal is a target with real home-market traction, a product that works, and a founder who built the US website and US brand in the voice that worked at home. The translation errors in the US register are no longer visible to the founder. They have been normalised inside the company. They are vivid to an American buyer within ten seconds of the landing page.
The second signal is a target whose US pipeline looks healthy at the top. Lead volume is defensible. The issue is close-rate. Late-stage US deals drop at a rate the deal model does not capture, because aggregate pipeline health hides the US number inside the global one. The investor inherits a US revenue line that depends on conversion mechanics the model did not stress.
The third signal is post-close. The operating company's US commercial architecture was built for the outgoing owner's register. It cannot carry the incoming investor's register. Institutional tone, governance standards, and buyer expectation shift on day one. The US commercial surface does not shift with them. The gap is felt in the first two quarters.
The US marketing register is not a brand issue. It is a revenue-risk issue that the deal model quietly priced at zero. House view on pre-acquisition brand risk
The architecture did not break at close. It was fragile before close. Close made it visible.
There is no separate product for this situation. The work routes through the three standard engagements. Engagements can begin in the thirty days before close, once exclusivity is in place, or in the ninety days after close when the post-close plan is active. Timing shapes the scope. Structure does not change.
Six to ten weeks. Single US corridor, fast rebuild. Used where the investor needs the US commercial surface corrected in one defined slice before the first post-close quarter reports.
See the Sprint →Three to six months. Multi-channel US rebuild and run. The standard shape after close when the target's US commercial architecture needs to carry institutional ownership across more than one surface.
See the Build →Monthly retainer, twelve-month minimum. Ongoing oversight across multiple portfolio companies or multiple US-facing brands inside one group. Used by investment arms with repeat US exposure.
See the Partnership →Not a commercial-diligence product. Not an M&A advisory product. Not a diligence SKU. No legal services. No tax services. No regulatory or compliance review. No valuation work. No quality-of-earnings analysis. No warranty or indemnity work. No forensic accounting. No contract review.
Those belong with the deal team, with counsel, and with the diligence providers the investor already retains. The firm works on one narrow question that those providers do not answer. How does the target's US marketing architecture perform against the register the new investor brings, and what must be rebuilt to carry it.
No. The firm does not sell a diligence product and does not sell a standalone audit. The work on a target company's US marketing architecture is part of a standard engagement. Investors engage the firm through Market Entry Sprint, Cross-Border Build, or Group Partnership. The scope picks up where the deal team hands off, inside the thirty days before or ninety days after close.
Financial, legal, tax, and commercial diligence sit with the deal team and their advisors. The firm works on a narrower question. How does the target's US marketing register perform against the institutional register the new investor brings? That question is rarely priced in the deal model and often shows up as underperformance after close.
Yes. Operating partners at private-equity firms and portfolio leadership at family-office direct-investment arms engage the firm directly. The principal at the target company is typically brought in once the scope is agreed. The relationship structure is confirmed in the first conversation.
Usually the investor. The investor contracts the firm. The operating company is the subject of the work. On longer engagements the operating company may take over the relationship once the post-close rebuild stabilises. Both models are standard.
With an inquiry and a short discovery conversation. The firm runs three engagements. Market Entry Sprint covers a fast single-corridor rebuild. Cross-Border Build covers a multi-channel rebuild. Group Partnership covers ongoing oversight across a portfolio. Fit, timing, and scope are confirmed in discovery.