Market
entry.

Pick the first market in Southeast Asia, Europe or Taiwan. Build the plan, adapt the product to local rules, choose the first hire and get to launch.

The thesis.

Most "international expansion" plans are decks written in the head-office timezone about markets nobody on the team has operated in. This is the opposite: a six-week sprint that ends with the plan signed off, the first hire chosen, and launch underway.

At Delivery Hero I launched subscriptions in 7 European countries in 6 months, in a role that meant coordinating 15+ teams. That's the muscle this engagement uses: one market at a time, local rules handled early, a clear owner on the ground.

The six weeks.

1. Week 1 — Market fit memo. ICP, competitive map, regulatory surface, pricing architecture, the three wedge motions to try first. Two pages, not fifty.
2. Week 2 — The first hire. We write the role for the founding in-market operator, and I help you shortlist and interview. You make the call.
3. Week 3 — Infra & partners. Entity, payment rails, compliance, launch partners. The dull work that blocks a launch at week six if you don't start it at week three.
4. Week 4 — Soft launch prep. Launch partners lined up, first customer conversations booked, positioning tested.
5. Week 5 — Launch. First channels on and messaging tuned to the local market, with you or your interim lead running it.
6. Week 6 — Handover. Dashboards, a weekly rhythm and a 90-day plan for the incoming operator, signed off by you.

Good and bad starting points.

What I won't do.

I won't run a "global expansion" programme across five markets at once; attention splits and the launches stall. I'll be cautious about engagements where the home market isn't working yet. And I won't write an expansion story for a board deck without a real customer commitment on the other side.