Enter through the border region with someone who works there.
San Diego and Tijuana operate as one industrial region for devices, electronics and logistics. Companies come here to reach US customers or to build in Mexico. Most plans are sound on paper and tested by the border.
What makes this region harder than it looks
Plans look sound on paper. The border tests them:
Two systems, one operation
Entities, tax and employment follow different rules on each side, and a structure built for one fits the other badly.
The first leader carries the bet
The wrong local head costs a year, and a permanent executive comes with salary, benefits and a severance clause agreed up front.
Local relationships take time
Customers, suppliers and officials on both sides deal with people they know, and a visiting executive is not one of them.
Head office sees one side only
Reports arrive in a form that looks fine and hides how the two halves of the operation are really working.
With a fractional executive, a senior person is in San Diego within weeks, and the choice of a permanent head for the US waits until you know how the opportunity looks. The operator builds the San Diego operation and runs it, then passes it to a permanent hire or tells you plainly that the market does not justify the next stage.
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
Entering through the border region
We choose the operator, agree scope with head office and stay involved while both sides of the operation take shape.
A clearer view home
Our check-ins give head office a view of both halves of the operation, and drift is raised early.
Cross-border experience
The collective of 800+ includes operators who have built on both sides of the border, and where the brief calls for it, we match on that.
A managed handover
When a permanent head arrives or the executive has to change, we run the handover and the knowledge stays with you.
Bilingual where needed
Where a role needs Spanish, we say so at the brief and match on it.
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.
Our executives bring market-entry experience from
