What an International Expansion Advisor Does, and When a US Company Needs One
What an expansion advisor actually does
The work falls into three parts.
Deciding where and when. Which country first, what evidence supports it, and what would make you stop or change course.
Shaping the go-to-market. What to change in the offer, the pricing and the message for local buyers. Whether to sell directly or through partners. Which partners, and how to approach them.
Building what lasts. The first local hires, how the local team works with headquarters, and the processes that keep things simple as more countries are added.
An advisor works with the founders and leadership team, usually a few hours a week over several months. The company's own people do the execution.
How this differs from other providers
| Provider | What they do | What they do not do |
|---|---|---|
| Expansion advisor | Helps leadership make the decisions and avoid known mistakes | Execute on your behalf |
| Strategy consultancy | Researches markets and delivers a report | Stay involved after the report |
| Outsourced sales agency | Provides sales people in the market | Decide your strategy or build your team |
| Employer of record or entity provider | Hires staff or sets up companies locally | Advise on which market or how to sell |
| Law and tax firms | Structure, contracts, compliance | Commercial decisions |
Most companies need several of these. The advisor is the one who helps you decide which ones, in what order.
When a US company needs one
- The board has agreed that growth must come from outside the US.
- Nobody on the leadership team has opened a foreign market before.
- A first attempt abroad has stalled and it is not clear why.
- The product is technical or regulated, so local rules affect what can be sold.
- A large international partner or customer has appeared and the company needs to respond well.
When you do not need one
- You are still finding product-market fit in the US.
- You already have a leader who has done this in the same region and sector.
- You only need a specific service, such as an entity, payroll or a translation.
How to choose an advisor
Ask these questions.
- Have they done it, or only advised on it? Look for someone who has launched in several countries and carried the result.
- Do they understand your product? For AI, data, fintech or security products, an advisor without technical depth will give generic advice.
- Do they know the region first-hand? Having lived and worked there matters more than a list of client logos.
- Are they independent? An advisor who earns commission from entity providers or agencies has a reason to recommend them.
- Will they tell you not to expand? A good one will say so when the timing is wrong.
My own view comes from doing this three ways: inside Google, supporting the launch of Google Shopping in more than 20 European markets; as a founder, building compensIT in Europe to its acquisition by Experian; and as an advisor to more than fifty companies across Europe, the US and Asia.
Common questions
What is the difference between an expansion advisor and a market entry consultant?
A market entry consultant typically delivers research and a plan as a project. An advisor works alongside the leadership team over time and helps with decisions as they come up. Some people do both.
How much does an international expansion advisor cost?
It varies widely with scope and seniority. Advisors usually work on a monthly retainer or a fixed fee for a defined piece of work. Compare the cost against the price of a failed first year abroad.
Should a startup use an advisor or hire a head of international?
Use an advisor to make the early decisions and shape the plan. Hire a head of international once the first market is chosen and there is enough work for a full-time leader. The advisor can help you hire that person.