Insights
Notes from inside real engagements—business consultancy in Dubai and the GCC, expansion across Southern Europe, partnership and distribution strategy, and the commercial decisions that decide whether growth happens.
Two markets, one corridor. What changes when a Southern European company sells in Dubai, and what changes when a Gulf company sells in Madrid, Milan or Athens.
Read the pieceA licence, a bank account and a visa are administration. None of them produce a client. Here is what the first commercial year in the UAE actually requires.
Read the pieceBuilding a regional sales team from zero takes nine months and two hiring mistakes. Embedding one that already knows the market takes a fortnight.
Read the pieceAn introduction is credibility being lent to you. Most founders spend it before they are ready, and it does not come back.
Read the pieceMost go-to-market strategies are sound. They fail on ownership, sequence and cadence—the three things a slide deck cannot supply.
Read the pieceMost companies entering the Gulf treat it as a distribution problem. It is a trust problem. Here is the sequence that works when you have one budget and one shot.
Read the pieceThe three options solve different problems. Picking the wrong one is expensive—in cash, in time and in the credibility you spend with your team.
Read the pieceWorkshops were waiting 30 to 60 days to collect insurance refunds. No amount of selling fixes that. Rebuilding the money flow did.
Read the pieceSigned partnerships are easy. Producing partnerships are not. The difference is almost entirely in the first 60 days after signature.
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