Taking it to the next level.
A structured consultation for companies already operating in the US, focused on what is constraining the next phase of growth and what to fix before scale, complexity, or diligence make the gaps more expensive.
Three things determine whether the next level holds.
A commercial strategy strong enough to drive it. The operational infrastructure, people, process, partners, to support it. And foundations that will not give way under it. The Growth Plan examines all three: what needs sharpening, what needs building, and what needs fixing.
Sales still depends on the founder being in the room.
The deals that close are the ones the founder personally drives. Building a sales motion that produces revenue without the founder on the call is a different kind of work, and most companies discover the gap eighteen months in.
Hiring is taking too long and costing more than it should.
Total compensation runs thirty to forty percent above the base salary line, and strong candidates have multiple offers and expect decisions in days. Uncompetitive packages quietly close the candidate pool before the company realises it is happening.
Marketing produces activity but not enough qualified pipeline.
The US presence is live and the content cadence is running. American buyers respond to different messaging, regional variation is real, and the gap between activity and qualified pipeline is where most US plans quietly stall.
Channel partners need attention, structure, and incentive to produce revenue.
Signing a partner is the easy part. US partners expect enablement, deal registration, co-marketing, and margin structures that hold their attention against ten other vendors competing for it. Without active management, signed agreements quietly produce nothing while consuming leadership time in quarterly reviews that go nowhere.
Transfer pricing was never properly documented.
The intercompany arrangement works in practice because no one has asked hard questions. The first hard question - from HMRC, the IRS, or an investor's diligence team - turns it into a problem, with penalties of up to forty percent of any underpaid tax.
Sales tax obligations have been accumulating across states.
Once US sales pass one hundred thousand dollars or two hundred transactions in a state, that state's obligations apply with no physical presence required. The first state notice arrives years after the threshold was crossed, and the liability is retrospective.
Equity granted to US hires was never papered properly.
Senior US hires have verbal understandings about shares. Grants exist in emails rather than in the cap table. When the structure next gets cleaned up for an investor or an acquirer, this stops more deals at diligence than most founders realise.
US trademark and IP rights were never properly secured.
US trademark rights go to the first filer, not the first user, and employment contracts signed without explicit assignment clauses leave IP ownership ambiguous. Each is fixable. None of it is fixable cheaply once an investor, an acquirer, or an infringer has noticed.
None of this is inevitable.
A diagnostic of the operation you actually have, and what to do about it next.
The Growth Plan is a structured consultation with a US expansion specialist who has done this hundreds of times before. We work through the operational and structural areas that most commonly determine whether a US business scales cleanly or burns capital on avoidable corrections. Within seventy-two hours you receive a written plan. Where execution support is needed, we coordinate the specialists.
Foundations reinforced
The structural debt that has accumulated since launch - transfer pricing, sales tax, IP, equity, parent-subsidiary separation - identified, prioritised, and addressed.
Growth aligned
The operational constraints holding back the next phase - sales motion, hiring, marketing, channel - surfaced, sequenced, and matched to the right execution support.
Risk contained
Tax, compliance, and liability exposures resolved before they accumulate further or get discovered at the worst possible moment.
Diligence-ready
A US operation that stands up to investor, acquirer, and audit scrutiny. The US story becomes an asset rather than a list of unanswered questions.
The same framework that underpins our other engagements. Applied to a different question.
The Growth Plan draws on the same proprietary framework as the Market Entry Assessment and the Benchmark Report. Forty years of direct experience taking UK and European companies into the US, refined across more than three thousand five hundred international expansion programmes. The difference is the question being asked - for the Growth Plan, what is constraining the next phase, and what to do about it.
Where it adds value, the Growth Plan can run as parallel sessions with different members of the management team - commercial, financial, legal, and operational leaders each working through the domains most material to their remit, with the findings coming together as a single picture.
Book a discovery call to discuss the Growth Plan.
A thirty-minute call to understand where you are, talk through what the Growth Plan would address, and agree whether it is the right next step at this stage of the business.
You will be taken to our booking page where you can choose a time that works.