Programs

Strategy · Facilitator-led

Market Entry

Four sourced entry reports, a live decision and a launch plan, over six weeks.

A six-week program for founders and corporate teams evaluating a new country or segment, assigned by the sponsor or a facilitator, built on Renatus. Four research rooms and two document rooms · Six weeks, one room a week, with the entry decision made live in week four · Every room can be run again as the market moves.

6 weeks · 6 rooms · Total time 1 hour 45 min

Who it's for: Founders sending their first person into a new country, and corporate entry teams building a formal investment case, drawn from sales, product, finance, legal and operations.
Cadence: 6 weeks
Format: Facilitator-led
Program sessions: 6

Who it's for

Founders sending their first person into a new country, and corporate entry teams building a formal investment case, drawn from sales, product, finance, legal and operations.

Output

Four sourced reports on the country, the market, the competitors and the rules, each footnoted and rated for confidence
A go, no-go or go-with-conditions decision made live by the team, with the evidence in the room
A go-to-market strategy and an execution plan with named owners and dates for the first ninety days
Every report rests on named, cited sources; the go-to-market strategy and the execution plan are built from what the team decides

Program contents

Country viability — Country Intelligence
Market opportunity — Market Intelligence
Competitive position — Competitive Landscape
Regulatory clearance · Entry decision — Regulatory Environment
Go-to-market strategy — Go-to-market strategy
Execution planning — Execution Plan

How the program works

The rooms

Country Intelligence

Research

Name the country and the sponsor's role.

Market Intelligence

Research

Name the industry, the sub-sector, the region and the specific countries.

Competitive Landscape

Research

Same market, with the team's own company named.

Regulatory Environment

Research

Name the industry, the sub-sector, the region and the specific countries.

Go-to-market strategy

Framework

Set-up: what is being taken to market, the segment and why it comes first, the message, how buyers will be reached, how it will be priced, and who is on the launch team.

Execution Plan

Framework

Name the goal and its date, where things stand now, the critical path, who owns each item, the risks, and how you will know it is working.

Why this program exists

A company that enters a new country or segment on the strength of a trip and a deck finds out about the regulator after the lease is signed, the entrenched competitor after the first sales hire, and the customer's real objection after launch. This program prepares the entry team through research and a live decision. Ren researches the country, the market, the competitors and the rules from public sources, and writes a sourced report on each, footnoted and rated for confidence.

What you'll achieve

Four sourced reports on the country, the market, the competitors and the rules, each footnoted and rated for confidence
A go, no-go or go-with-conditions decision made live, with the entry team and the evidence in the room
A go-to-market strategy and an execution plan built from what the team decides, with named owners and dates for the first ninety days
Every report can be re-run as often as the world moves, so a finding never outlives the market it describes

At a glance

Who it's for: Businesses entering a new country, or a new segment in a country they already serve. It works for a founder sending the company's first person abroad and for a corporate team building a formal investment case, with the entry team usually drawn from sales, product, finance, legal and operations. It assumes the product exists and already sells somewhere. It is not for launching a new product into an existing market; that decision belongs to a different program.
Cadence: 6 weeks
1: Country viability · Country Intelligence · Read the political environment and the strategic outlook
2: Market opportunity · Market Intelligence · Read the sourced size range against the entry thesis
3: Competitive position · Competitive Landscape · Read the exploitable weakness the report names
4: Regulatory clearance · Entry decision · Regulatory Environment · Read the licence list; bring the decision to the meeting
5: Go-to-market strategy · Go-to-market strategy · Read the excluded channels and the launch sprint
6: Execution planning · Execution Plan · Read the named owners and the first-week actions

Session by session

Week 1: Country viability

Understand the country the entry depends on, before anything else.

Country Intelligence

Week 2: Market opportunity

Replace the assumed market size with a sourced range, and find where the growth is.

Market Intelligence

Week 3: Competitive position

Know who controls the market, why they win, and the weakness a new entrant could exploit.

Competitive Landscape

Week 4: Regulatory clearance · Entry decision

Know the regulators, the licences and what is changing

Regulatory Environment

Week 5: Go-to-market strategy

Decide who to sell to first, with what message, through which channel and at what price, and check the four decisions reinforce each other

Go-to-market strategy

Week 6: Execution planning

Turn the launch into a plan with a named owner and a date on every milestone, and the first week's actions.

Execution Plan

Whether a market is real, where it is growing, and where the opportunity sits

How an entire industry is structured, who controls it, and where it is heading

Who controls a market, how they compete, and where the real gaps are

Who buys in a market, what drives their decisions, and where the unmet needs are

What competitors charge in a market, how pricing is structured, and what customers will pay

Who supplies the critical inputs to a market, how concentrated it is, and what switching costs

The technology deployed in a sector, and where competitive advantage moves next

How product reaches the buyer in a market, and where channel power is shifting

Financials, leadership, strategy, and reputation on a company

Deep dive into how a company operates strategically, and where it is most exposed

Revenue, margins, cash, debt, and auditor signals on a company

How a company is perceived across customers, employees, media, and ESG

Discover a country's GDP, political environment, infrastructure, and outlook

Discover a city's GDP, economic drivers, workforce, and trajectory

Trade flows, tariffs, agreements, and friction points between two countries

Background, current state, key actors, evidence, and where an issue is heading

What a policy does, who wins and loses, and how it lands in practice

The specific risks facing a market — ranked, evidenced, and with the signals to watch

Single-source exposures, concentration, and trade-route risk for a market

Climate, governance, social, and controversy risk in a sector

Pending legislation, enforcement shifts, and where the rules are likely to change

Licensing, compliance, recent changes, and pending legislation in a jurisdiction

Government stability, policy direction, and the political risks facing a market

What a role pays — verified across named salary databases and job posting data

Whether to take a job at a company, with the evidence behind the answer

Who the credible candidates are, what they earn, and how the search will unfold

How a career in an industry works — entry, paths, pay, and prospects

The three things that will move a business forward this quarter

A 90-day plan that turns a strategy into something a team can act on Monday

Segment, positioning, channels, and pricing — tested against each other so the four hold together

A positioning the market can place — and a category claim worth defending

A pricing strategy that the market accepts and the business can defend in negotiation

Dashboard, thresholds and owners

Dashboard, thresholds and owners

Targets, thresholds and cadence

Whether an opportunity is worth pursuing — with conditions or risks named

The real problem behind the surface one, with options and a recommended next step

How a business creates, delivers, and captures value — and where it is exposed

Where work is breaking, where capability is missing, and the one structural change worth making

Build, buy, partner, or wait — with the killer assumption named

Whether a specific partnership is worth pursuing — with the asymmetries named

The right financing structure for the opportunity — tested against fit, cost, and flexibility

A fundraise structured to close on terms worth living with

Every variance classified — structural, timing, one-off or noise — with the call the pattern demands

How long the cash lasts across three scenarios, with the killer assumption named

Whether the per-unit economics hold up — with the killer assumption named

Whether the pay set serves the talent strategy, with the cost of fixing it

A board report that lands the narrative, the KPIs, the exceptions, and the decisions requested

What metrics are missing, misleading, or quietly rewarding the wrong thing

A complete business plan ready to put in front of investors, partners, or a board

A career decision weighed against criteria that matter, with a pre-mortem and a verdict

What matters most, what you would give up, and what stays true under pressure

Which option holds up under income loss, rate moves, or a downturn

A relocation decision and plan, with the trade-offs each destination forces

What the culture is like — values in practice, leadership behaviour, and where the gap sits

Strategy clarity, alignment, talent density, ways of working, and trust in leadership

What's energising people, what's draining them, and the levers that would move engagement

The patterns in how a person handles pressure, conflict, collaboration, and decisions

PENDING — product being redesigned. See Replit brief.

How a person leads — defaults, strengths, blind spots, and development areas

Real strengths backed by evidence — and the cost each one carries when overplayed

The values revealed by what a person has held the line on, refused, or regretted

What every role owns, what's silently dropped, and which handoffs are breaking

Where the team is aligned on priorities and goals, and where dangerous gaps sit

Where trust, conflict handling, and accountability are strong — and where they break

Any subject explained to a real listener, scored on accuracy, depth, audience adaptation, and handling the unknown

A presentation rehearsal scored on lead argument, evidence, question response, and poise

A stakeholder-influence rehearsal scored on reading the room, framing, negotiation, and durability

A managing-up rehearsal scored on positioning, evidence, flexibility, and outcome

A meeting rehearsal scored on structure, air-time management, progress, and closure

The conversation that's been avoided, with an assessment of how the conversation went

A saying-no rehearsal scored on clarity, rationale, alternative, and relationship

A performance-conversation rehearsal scored on clarity, ownership, empathy, and path forward

A team-conflict rehearsal scored on directness, fairness, action, and aftercare

A hiring interview rehearsal scored on question design, follow-up, bias, and assessment integrity

A leadership crisis scored on decision quality, communication, strategy, and pressure response

A negotiation rehearsal scored on preparation, anchoring, concession pattern, and pressure response

A strategic-decision rehearsal scored on framing, information use, trade-off recognition, and time horizon

An ethics rehearsal where the right path is costly, scored on recognition and response

A prioritisation rehearsal scored on triage, trade-off recognition, communication, and revisability