Where should they go?

Internationalisation decisions get made on instinct, anecdote, or a consulting study most companies can't afford. Founders burn runway learning where not to expand — and programmes send cohorts abroad on hope.

A validated market thesis, ready to act on.

• Ranked market fit across the global set — weighted by the criteria that matter to this company
• Entry strategy, risk and regulatory read per market
• Real ecosystem partners — accelerators, agencies, programmes — with publicly listed contact inboxes
• An exportable report and outreach pack, with application windows and outreach priority

Three steps from profile to market thesis.

Six measures, applied to every market on the list.

The point is not a shortlist of countries someone already had a hunch about. It is the same set of measures applied across the global set, so a market nobody in the room had considered can still surface on merit.

• Demand evidence — is there a reachable, funded buyer for this specific product, and how is that evidenced rather than assumed
• Competitive density — who already occupies this wedge locally, how well funded, and how recently
• Regulatory load — what has to be cleared before selling, and roughly how long that takes in practice
• Cost and distance to serve — language, contracting norms, sales-cycle length, cost of a local presence
• Route to first customers — whether existing relationships, corridors or partners already reach into that market
• Ecosystem support — the accelerators, agencies and soft-landing programmes actually operating there, with their current application windows

Each market returns a fit score and the reasoning behind it — and, more useful than the score itself, what would have to be true for a lower-ranked market to become the right one.

Run at intake, it changes who you select.

Almost everyone treats expansion as a post-selection service: choose the cohort, then help the ones going abroad. That makes the analysis advice. Run at the point of selection instead and the same work becomes a selection criterion — because a company that can credibly travel is a materially different proposition from one confined to its home market, and investors price that difference.

Framework-grounded, sourced, and honest about its edges.

It validates the thesis; it doesn't replace judgment. The output is deliberately built as the structured 80% — the final 20%, current-quarter figures and legal confirmation, is handed cleanly to your experts. In regulated sectors it identifies which regulations and bodies matter, structured for counsel to confirm.

Run it at the point of selection.

Everyone else validates market fit after the cohort is chosen — if at all. Run at the screening stage, expansion intelligence changes who you select: cohorts that are already more investable and more expandable.

Para onde elas devem ir?

Internationalisation decisions get made on instinct, anecdote, or a consulting study most companies can't afford. Founders burn runway learning where not to expand — and programmes send cohorts abroad on hope.

Uma tese de mercado validada, pronta para agir.

• Aderência de mercado ordenada em todo o conjunto global — ponderada pelos critérios que importam para esta empresa
• Estratégia de entrada, risco e leitura regulatória por mercado
• Parceiros reais do ecossistema — aceleradoras, agências, programas — com caixas de entrada públicas
• Um relatório exportável e um kit de abordagem, com janelas de inscrição e prioridade de contato

Três passos do perfil à tese de mercado.

Seis medidas, aplicadas a cada mercado da lista.

O objetivo não é uma lista de países sobre os quais alguém já tinha um palpite. É o mesmo conjunto de medidas aplicado a todo o conjunto global, para que um mercado que ninguém na sala tinha considerado ainda possa surgir por mérito.

• Demand evidence — is there a reachable, funded buyer for this specific product, and how is that evidenced rather than assumed
• Competitive density — who already occupies this wedge locally, how well funded, and how recently
• Regulatory load — what has to be cleared before selling, and roughly how long that takes in practice
• Cost and distance to serve — language, contracting norms, sales-cycle length, cost of a local presence
• Route to first customers — whether existing relationships, corridors or partners already reach into that market
• Ecosystem support — the accelerators, agencies and soft-landing programmes actually operating there, with their current application windows

Cada mercado retorna uma nota de aderência e o raciocínio por trás dela — e, mais útil que a própria nota, o que precisaria ser verdade para um mercado pior colocado se tornar o certo.

Feito no momento da seleção, muda quem entra.

Quase todo mundo trata expansão como serviço pós-seleção: escolhe a coorte e depois ajuda quem vai para fora. Isso transforma a análise em conselho. Feita no momento da seleção, a mesma análise vira critério de seleção — porque uma empresa que consegue de fato atravessar fronteiras é uma proposta materialmente diferente de uma presa ao mercado de origem, e investidores precificam essa diferença.

Fundamentado em frameworks, com fontes, e honesto sobre seus limites.

Ela valida a tese; não substitui o julgamento. The output is deliberately built as the structured 80% — the final 20%, current-quarter figures and legal confirmation, is handed cleanly to your experts. In regulated sectors it identifies which regulations and bodies matter, structured for counsel to confirm.

Run it at the point of selection.

Everyone else validates market fit after the cohort is chosen — if at all. Run at the screening stage, expansion intelligence changes who you select: cohorts that are already more investable and more expandable.