Is this market worth entering, and on what evidence?
Managed Expansion Office
Your market entry, built and operated.
Catalis One is a managed expansion office. We take established companies into new markets — Latin America, Europe, the United States and the Gulf — and we run the entry until the local business stands on its own.
The usual model
Eight vendors, no owner.
Most companies enter a new market with a consultancy writing the strategy, an incorporation firm registering the entity, a customs broker, a warehouse, a compliance advisor, a local agency, a recruiter and a lawyer — each responsible for their piece, none responsible for the result. The founder ends up as project manager of their own expansion.
We replace that arrangement. One contract, one team, one accountable partner — from the first market assessment to the day the local operation runs without us.
How it works
Assess · Design · Establish · Launch · Scale
The entry model: entity, channels, pricing, partners, compliance.
Registration, contracts, logistics, systems and the local team.
First revenue, first customers, first operating rhythm.
Handover to an operation that no longer needs us.
Where we operate
Four corridors, moving in both directions.
We are not a US-entry firm with international staff. We run four corridors, each with people based in it, and we move companies along them in whichever direction the opportunity runs — European brands into the Americas, companies from this region into Europe, European and Latin American brands into the Gulf.
| Region | Base | What we run there |
|---|---|---|
| Latin America | Panama City | Our regional base. Entity structures, regional distribution, and the Central-American gateway between the Americas. |
| Europe | Geneva | The DACH corridor — Switzerland, Germany, Austria — plus EU compliance, distribution and strategic partnerships. |
| United States | Denver, Colorado | Marketplace and retail development, logistics, fulfilment and US operations. |
| Middle East & Africa | Partner-led from Geneva | Gulf market entry and partnership development, delivered with vetted partners on the ground. |
Broad network, single focus. We take one client into one market at a time. Expansion fails when it is spread thin — ours included.
What changes the outcome
The things that decide a market entry are rarely the things in the plan.
A tariff that lands between your pricing model and your first shipment. A product category that does not legally exist in the destination market. An ingredient that is permitted at home and blocked on arrival. A claim you are allowed to make in one jurisdiction and not in the next. A distributor agreement that quietly hands away your brand for five years.
None of these appear in a market-size study. All of them decide whether the entry works. Finding them before the capital is committed is most of what we do.
Decision layer
Before we build anything, we stress-test the decision.
Every mandate runs through our own decision layer: blind-spot analysis, a pre-mortem that names the ten ways this entry fails, and a confidence score on the assumptions the plan rests on.
Most expansion failures are decision failures. We would rather find them on paper than in a warehouse.
The offer
Start with the decision, not the launch.
The Expansion Decision
In 30 days you will know whether a market is worth entering — and you will have the evidence to defend that answer to your board, your bank or your family.
Fixed fee, agreed before we start. Fixed date. And if the answer is “do not enter”, that is a successful outcome — we will put it in writing and tell you why.
What you get
- A market and competitor read
- An entry model with three costed routes
- The regulatory gates that decide your timeline
- A pre-mortem naming the ten ways this fails
- A written go / no-go recommendation with a confidence score