Buy or build · any sector
When a company takes its business into another region, the first real decision is not where to open. It is whether to buy what already exists or to build from scratch. We assess the market, find the companies for sale — on the market and off it — and hand you a twelve-month plan to transform, run and grow the one you choose.
The method · five steps
How large the market is, how it is moving, and what customers actually pay. Margins as they really are, the rules and licences that apply, the real cost of doing business — and who wins there today, and why.
How your offer compares with the companies already in place — on price, product and distribution. Where you can win, and what it will cost to get there.
Build, buy or partner. The structure and licences each route requires, the order of the steps, the timetable, and the first people to meet on the ground.
An inventory of the businesses you could acquire: those openly listed for sale, and those that are not — reached off-market through lawyers and notaries, including companies in court proceedings.
Transformation, operation and value creation for the new company, sequenced month by month, costed, and followed on a dashboard you keep.
The rule we hold to
The cheapest company to buy is rarely the cheapest company to own.
The first decision
Build
You start clean: your structure, your people, your standards. You also start from zero — licences to obtain, a team to hire, a name nobody knows yet, and the longest road to the first revenue.
Buy
You buy time: licences, customers, a team and revenue from the first day. You also buy the past — liabilities, habits and contracts that were not written for you. The price is only fair if the assessment behind it is.
We model both routes on the same numbers before we recommend one.
On the market, and off it
The businesses openly for sale are the visible part of a market. The rest changes hands quietly: owners who want to retire, partners who want out, companies whose accounts have become a problem.
We search both sides, and every company on the list comes with a profile, the points that need checking, and our view on whether it deserves a closer look.
After the signature
A company bought or created abroad is only worth what it becomes. The plan is written before the signature, not after it, and it runs on three tracks at once.
Structure, licences, management and reporting put in place. The first hundred days decide what the company becomes.
Commercial relaunch, cost base, suppliers and team — run against monthly targets and reviewed with you each month.
New products, channels or sites, and a company documented and reported well enough to be financed, merged or sold.
You receive
Why operators
Its structure, its team, its suppliers and its sales network — end to end, over 140 villas sold. Expansion is the same problem in any sector: a market you do not know yet, people you have not met, and rules nobody wrote down.
Buy or build
A short brief, then a call. We will tell you on that call whether the market, and the route, are worth pursuing.
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