How We Help

Three ways a project usually starts

Almost every engagement begins as one of these. They are routes into the same eight practices rather than services of their own — what changes is where you are standing when you call.

Entering a new market

The situation

The product works at home. Abroad, you do not know who the credible counterparties are, what the regulator will ask for, or whether the partner in front of you is what they claim to be.

We do the groundwork that decides whether an entry succeeds: shortlisting counterparties rather than listing them, checking who they actually are, structuring the arrangement, and carrying the technical material across languages so nothing is lost in the version the other side reads.

Practices this draws on

Business Advisory Regulatory Coordination Technical Translation

Moving a technology

The situation

A process works at lab or pilot scale and needs to reach production somewhere else — under licence, with a partner, or inside your own plant in another country.

We scout and evaluate on the data rather than the pitch, structure the licence or joint development agreement, and stay on the project through scale-up. Where the equipment needs commissioning at the far end, that is covered too.

Practices this draws on

Technology Transfer Project Management Industrial Automation

Finding a partner or supplier

The situation

Finding a supplier is easy. Qualifying one is the work — and doing it from another country, in another language, without visiting the floor, is where sourcing usually goes wrong.

Structured evaluation against your technical specification, site visits by someone who lives there, quality system assessment, and support through negotiation and contracting. You get a shortlist you can defend, not a directory.

Practices this draws on

Supplier Sourcing Business Advisory Project Management

Our Process

How an engagement runs

Six stages, each with a defined output. You always know what has been done and what happens next.

Understand your business needs

A working session on objectives, constraints, technical requirements and the commercial outcome the project is judged against.

Identify partners

Structured scouting across our global network, producing a shortlist rather than a directory.

Evaluate opportunities

Technical and commercial due diligence — capability, quality systems, IP position and financial standing.

Coordinate meetings

Introductions, site visits and negotiations, with professional interpretation and prepared briefing material.

Negotiate & execute

Support through term sheets, licensing structures, supply agreements and the documentation that makes them operable.

Long-term project support

Ongoing coordination, regulatory and translation support, and periodic review as the relationship matures.

Have a technology, a supplier need, or a market to enter?

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