Companies prepare for a new market by studying demand, competitors and regulation. Then the expansion fails because of who they put in charge of it, or because they managed a foreign team the way they manage the one at home.
The first is sending whoever is available, or whoever asked. Running a market alone, far from the head office, with no colleagues and no routine, needs a specific kind of person — and it is visible on a profile long before it is visible on a P&L.
The second is subtler. Behaviour does not change at the border, but expectations do. What counts as normal feedback, how directly a disagreement is voiced, how much structure a person expects from a manager: all of that shifts, and a manager who runs Warsaw the way they run Milan will conclude the Polish team is difficult.
Thirteen countries, each run by a company established locally, speaking the language and knowing the employment law properly rather than approximately.
Because I-Profile is identical everywhere, a candidate in Japan and one in Portugal can be compared directly. That is normally the impossible part.
Some of what works at home is illegal or simply unwelcome elsewhere. The local partner tells you which, before you find out from an employment tribunal.
The network covers thirteen countries. If you are expanding into one we do not cover, we can still help with the part that travels — choosing the person, building the management structure, reading the team you hire — but we will not pretend to local knowledge we do not have.
Those two questions are most of the work. Bring them and we will tell you what we see.
