Practice
Three phases.
Many motions in parallel.
We don't hand off after introductions. We source both sides, structure whatever shape the deal calls for, and stand up the team that runs it — often in more than one geography at once, and often with more than one motion running in parallel.
Source
We identify both sides of the deal — technology with industrial-trajectory fit, and the investors, operating partners, distributors, or channel anchors actively looking for it. Pattern-matching across the corridor is our core skill.
Structure
We bring the parties to the same table and facilitate whatever structure the deal calls for — joint venture (equity, IP, manufacturing terms, governance), licensing, distribution build, channel partnership. Often more than one shape, in parallel, across geographies.
Team
The JV is the operator. We recruit its leadership — managing director, technical, regulatory, commercial — and stay involved at the board and partner-relationship level as the venture matures and additional roles come online.
Capabilities
What we
actually do.
Most engagements combine several of these. The right combination is set by the technology, the corridor, and what the parties actually need — not by a fixed package.
Partner sourcing — both sides
Active corridor-spanning network across US tech transfer, Asian conglomerates, family offices, sector-specialized operating partners, and distribution houses. Both sides identified and pattern-matched before either sees a memo.
JV structuring
Equity split, IP rights, manufacturing and licensing terms, governance, board composition, dispute mechanics. Worked end-to-end with the parties and their counsel until the entity is real and operable.
Distribution + channel build
When a full JV isn't the right shape — or when it's the future-state but distribution comes first — we stand up the channel: country managers, master distributors, integration partners, sales-engineering coverage.
Leadership recruit
The JV is the operator. We recruit its leadership team — managing director, technical, regulatory, commercial — across India, Southeast Asia, and the Americas, depending on where the entity sits.
Regulatory pathway
PLI eligibility, defense indigenization pathways, sovereign-preference procurement registration, sector-specific licensing. We sequence the regulatory work so it lands when the entity is ready to move.
Channel marketing — Americas direct, MEA / SEA via network
We carry GTM in the US, Mexico, and across the Americas directly. In MEA and SEA, we run through our investor and partner network — country anchors, distribution houses, and operating partners who already have the corridor open.
Board + partner-relationship continuity
After close we stay involved at the board level, as a partner-relationship continuity layer between the founding parties as the venture matures and additional roles come online.
Bespoke combinations
Most engagements are some combination of the above. We don't productize into tiers — the right shape is set by the technology, the corridor, and what the parties actually need.
Parallel motions
More than one
thing at once.
The realistic shape of cross-border GTM is rarely one motion in one direction. A US technology company already manufacturing in North America has near-market expansion to drive on the Americas side while a JV stands up in India or Southeast Asia. An Indian conglomerate adding a US-licensed line has channel build to run in parallel with the manufacturing ramp.
We carry the Americas channel directly — US, Mexico, the rest of the hemisphere. For MEA and Southeast Asia, we run through our investor and partner network: country anchors, distribution houses, and operating partners who already have the corridor open.
Engagements are bespoke. Most run more than one motion concurrently.
Bring us the deal.
The best engagements start with a concrete situation — a piece of technology, an investor mandate, or a partnership decision you want a second pair of operating eyes on.