iAlready in the U.S.
Building on what you have
You have customers, partners, or an operation here, and the business is sound. You can see room to do more: customers, partners, and regions you are not yet reaching.
U.S. Commercial Strategy & Execution
Traksjon helps international companies build their business in the United States.
We work alongside leadership teams on U.S. strategy, customer and partner development, and the practical work of establishing or expanding an operation here.
Where you are
You may already have customers, partners, or an established U.S. operation and see an opportunity to do more. You may be preparing a new commitment, or considering a different approach as circumstances change.
iAlready in the U.S.
You have customers, partners, or an operation here, and the business is sound. You can see room to do more: customers, partners, and regions you are not yet reaching.
iiEntering or expanding
A first entry, a new product line, a new region, or a U.S. entity and its first hires. The choices made before you commit, about where to start, what to offer, and whom to work with, shape everything that follows.
iiiResponding to change
Trade policy shifts. Ownership or leadership changes. Customers’ priorities move, or a partner no longer fits. Changing course is a normal part of building a business in a new market, and it goes best when it is deliberate: made early, from a clear view of where you stand and where you are heading.
Who we work with. Typically companies with $15 million to $200 million or more in revenue, from Europe, Australia, and New Zealand, whose leadership owns the U.S. ambition personally. Who we serve →
How we see it
The opportunity looks different depending on the customer, the industry, and the place. Fifty states, many with an economy larger than an entire European country, and within each one, clusters of industry and the individual people who decide what to buy.
Understanding those differences helps you decide where to concentrate, what to offer, and whom to work with.
We work through those questions with you, combining your knowledge of the business with our understanding of the U.S. environment. Then we help carry the resulting decisions into the work of developing the business.
Before you commit
Success at home is an asset. It also shapes expectations about how the U.S. will work. Before you commit people and money, we test the assumptions that most often turn out differently here, and we tell you what we find, including when it is not what you hoped to hear.
What we often hear
What we find
Americans speak English, but not your English. Home-market messaging, translated, tends to land flat. Positioning has to be built for the American buyer, not adapted for them.
What we often hear
What we find
It is fifty states, each a web of industry clusters and individual decision makers. The companies that win go deep before they go wide: one customer won completely opens the next ten.
What we often hear
What we find
Decisions here often move at a different pace, through different people, and on different proof. The people who decide are not always the people in the meeting.
What we often hear
What we find
Entity, tax, intellectual property, and compliance questions tend to surface at the worst moment: in diligence, or in a deal that stalls. Settled early, they become a reason for customers to trust you.
What we do
Three kinds of work. An engagement may draw on one of them or combine several.
01
Choose where to concentrate.
We help your leadership examine the opportunity and decide where to invest attention and resources. The work connects your ambitions with specific customers, routes to market, and practical choices about the business.
02
Develop opportunities worth pursuing.
We work with your team to identify relevant customers and partners, understand what matters to them, and develop a basis for doing business together.
03
Add senior involvement to your U.S. operation.
We help companies establish or develop their U.S. operation and provide senior involvement where the work calls for it. We work alongside your leadership, local teams, and specialist advisers.
Sectors
Six sectors where our partners bring particular depth, from regulation to the relationships that decide who buys.
ITAR, EAR, CMMC, and CFIUS/FOCI navigation, plus prime and integrator relationships and DoD procurement access.
Water and wastewater, energy and grid, energy-efficient buildings, circular economy, and IoT, turning U.S. policy and demand into revenue.
OEM and program relationships, export-control navigation, and supply-chain integration for aerospace and space suppliers.
Vehicle technology, charging and grid, autonomy, and the infrastructure that moves American cities and fleets.
Medical devices, diagnostics, and digital health navigating FDA, reimbursement, and hospital adoption.
FAA certification, safety systems, and the compliance pathways that U.S. aviation suppliers and operators require.
Working with Traksjon
An engagement can begin with a focused question, a particular opportunity, or a need for continuing senior involvement. We agree on the work, who will lead it, and how progress will be reviewed. The scope and fee are clear before you commit.
A defined piece of work with a clear end point.
For example: an assessment of where your U.S. business stands, a decision on where to start, or a review of a proposed investment before it is approved.
Work on a specific customer, partner, or commercial opportunity.
For example: preparing for a first meeting with a major prospect, building a partnership with a U.S. distributor or integrator, and following through until it turns into business.
Ongoing advisory work, or a fractional executive role.
For example: senior involvement for a company building or running a U.S. operation, alongside its own leadership and local team.
A conversation
Thirty minutes. You describe where you are and what you want to achieve. We say plainly whether and how we can help, and if we are not the right fit, we say so and, where possible, suggest who might be.
A defined first piece of work
We propose the work, a named lead from Traksjon, and how progress will be reviewed. Scope and fee are agreed before any work begins.
Continuing work, where it adds value
Further work builds on what the first piece shows. Either side can decide when the relationship no longer adds value.
Operators, not consultants. We stay involved through the work itself, to the signed customers, pilots, and partnerships that were the point all along.
Tell us about your company and what you would like to achieve next. We can explore where Traksjon could contribute and what a sensible first piece of work might involve.
Begin a Conversation →Not ready for a conversation yet? Take the ten-minute U.S. Readiness Assessment, or read Traction in the U.S., one idea per issue.