Where the judgement comes from.
Two kinds of evidence, kept separate. One is my own operating experience, with my role stated on each case. The other is outside-in research into companies facing difficult growth transitions.
Operating experience
My view of international growth comes from both ends of the problem: building my own cross-border business, and enterprise-scale multi-market work. Each card states what I did and in what capacity.
Founder and operator
I built a cross-border business spanning the Netherlands, Croatia, Bosnia and Serbia, with five offices and my own capital.
A wholesale network across Europe
I worked with Nike’s Brand Digital Wholesale team across its European wholesale partner network, building and implementing platform solutions.
One operating platform for EMEA
I built a platform for internal marketing and creative operations serving 47 markets across EMEA.
Scaling inside post-merger complexity
I worked in a post-merger environment, diagnosing the operating-model implications of rapid EMEA scaling.
Organisation as market count rises
Advisory-board work during European growth, focused on the organisational and marketing response required as the business scaled.
A multi-market franchise model
I completed a franchise brand-capability assessment across the network.
Growth-move library
Investor-backed companies whose expansion has played out, read through the same six steps. Some moves held and some were reversed. Studies of live companies are shared in conversation.
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.