Operational launch
Standing up the local operation, in the United States or in Latin America: suppliers, processes, first contracts, and the minimum team to sustain it.
Who it is for
Companies that have already decided to enter and need the operation to actually exist: hiring, invoicing, complying and collecting in the new market.
Main deliverable
- Design of the local operating process
- Suppliers evaluated and contracted
- First contracts in execution
- Minimum team to sustain the operation
- Coordination with your licensed professionals
Detail
Between the decision to enter and the first invoice collected lies a distance almost no entry plan accounts for. It is not strategy: it is opening accounts, choosing suppliers, signing contracts, making the first hire, and a hundred small decisions nobody made because they never appeared in the board presentation.
How it works
The work starts with the process, not the structure. How an order comes in, who fulfils it, through which supplier, on what timeline and against what payment. Only once that is defined does it make sense to discuss how many people are needed, and of what kind.
Suppliers are evaluated and actually contracted, not handed over as a list. The same goes for the first contracts: the point of the period is not to produce an operations plan but to have the operation running and invoicing.
Everything requiring a licensed professional — incorporation, tax, employment contracts, insurance — is coordinated with your advisors, not replaced. Our job is to make sure the right questions reach their desk, in the right order.
The objective is autonomy. When the operation sustains itself without us, the work is done.
Related reading
A 30-minute call, at no cost.
To understand your objective and confirm whether we can add value. If we move forward, the diagnostic begins within 10 business days of the proposal being accepted.