Three stages. Each one qualifies the next.
This is go to market assessment, strategy and execution guidance, primarily for Asia-Pacific companies entering the United States. I also work selectively with US companies moving the other way. It is advisory work, not an agency retainer and not a promise to open the market for you. Engagements are scoped and priced before work begins, and most companies start at stage one because it is the cheapest way to find out whether the rest is worth doing.
GTM assessment
A diligence run before the buyer does one. It covers vendor risk and sponsor review, a compliance gap map, provenance checks, claim substantiation, competitive position and ICP definition.
Output: a go ahead, fix first or no go call, with a costed plan.
GTM strategy
Route to market, positioning and value proposition for the US, whether direct, channel or OEM. Positioning is rebuilt around US regulatory drivers and how a US buying group actually decides.
Output: pricing and packaging, collateral specification, partnership and marketing design.
Execution guidance
Periodic counsel while you execute, governance cadence, and selective introductions once readiness is proven. You run the go to market. I guide it.
Output: not a roadmap handed over. I stay until the new practice is embedded, reviewing and recalibrating execution as it runs.
Dr. Deming's argument was that quality cannot be inspected in at the end. It has to be built into the system. Institutional credibility works the same way. Most companies try to certify their way to it. It has to be engineered in, and that is the work.