Put your US base where your customers and talent are.
Overseas biotech, health and technology companies often choose Boston for their first American team. The risks are not scientific. They are who you hire first and how you win a first customer.
What makes landing in Boston harder than it looks
The science and the strategy are usually fine. The setup is where companies stumble:
The first American hire sets everything
The first local lead shapes the culture, the customers and the US story. Hiring also means posting a pay range for the role, which candidates read closely.
Hiring works differently here
Offers, benefits and employment terms differ from home, and the first US contracts set the pattern for everyone hired after.
Home-market selling does not travel
Pitch, pricing and procurement habits from home meet hospital committees and enterprise buyers who do things their own way.
Distance hides the real picture
Updates from the US team read well and say little about pipeline quality, hiring or cash.
A fractional executive on the ground puts someone senior in Boston within weeks, so you need not appoint a permanent US head until the opportunity has taken shape. They stand up the team and run it, then pass it to a permanent lead or say honestly that the next stage of funding is not warranted.
Who this is for, and who it is not
Best for
- International companies opening their first US entity
- Entrants who need speed and local knowledge from day one
- A launch that needs commercial, finance and operations led at once
- Businesses testing the market before committing to a full local C-suite
- A distributor or partner in place, but no one owning the market strategy
Not for
- A pure legal or licensing task an adviser should handle
- Businesses with no product or offer ready for the market yet
- A one-off market study with no intention to enter
- Companies wanting a nominee rather than an operating leader
A US lead with support behind them
Opening in Boston takes one capable operator and a structure around them. We match the first and keep the second in place as the US entity grows.
Reviews with headquarters
Headquarters, the executive and we review progress together on a fixed calendar, and the brief changes when the US evidence does.
Help from across the collective
The collective of 800+ stands behind your US lead. A hiring question that turns out to be a contracting question goes to someone who has faced it.
Continuity for the launch
If your US lead steps away, headquarters is not left to start over: we reopen the search from your file and see the transition through.
Someone who speaks both languages
A person who can explain the home office to Boston, and Boston to the home office, is worth more than a famous name.
Market entry works in phases, not a single launch
From pre-entry setup to an established business, with the scope adjusting as you go.
Pre-entry: setup and strategy
Entity structure recommendation, regulatory navigation, early relationship building, and market intelligence gathering, before you arrive.
Landing: first 90 days
Commercial engagement begins. Operational infrastructure established. Team building starts. Financial and compliance framework is operational.
Traction: months 3–12
Commercial pipeline develops. Operational model proves out. Team grows. Leadership needs evolve and scope adjusts.
Establishment: months 12–24
Business is established. Revenue is evidence-based. Specific functions may transition to full-time hires. We advise on when and how.
The market-entry leadership stack
Most entries need more than one function led at once. Start with the one under most pressure, then add others as you establish.
Market entry needs leadership across commercial, finance, operations and people
Start with the function under the most pressure, then add others as the entry matures.
Guiding entry into the UAE alongside
