The companies we work with

The challenge. Leadership had chosen Germany as the first European market, but the plan rested on a US playbook. Data residency requirements, works council expectations among target customers and a crowded local vendor field had not been assessed, and the board would not release budget until they were.

What Team Leap did. We ran a market entry audit, then a full assessment of demand, entry routes and the regulatory requirements the product and sales model would need to meet. We mapped the compliance work with the client's counsel and sequenced it ahead of the launch. We then recommended a partner-led entry through a local reseller rather than a direct sales office in year one.

The outcome. The company launched in Germany nine months after the engagement began, with hosting and contract terms that passed procurement at its first three enterprise prospects. DACH accounted for 27% of new international ARR by month 18, and the same entry framework was reused for the Netherlands the following year.

The challenge. The brand's domestic story leaned heavily on local heritage, which meant little to buyers in Toronto or London. Early conversations with retailers abroad had gone nowhere, and the team could not tell whether the problem was the audience, the proposition or the price point.

What Team Leap did. We interviewed category buyers and consumers in both markets and mapped the competitive set and pricing. From that we found that the product's ingredient standards, not its heritage, were the differentiator buyers cared about. We repositioned the proposition around that, built a messaging guide for the sales team and distributors, and then set out a phased launch plan by retailer tier.

The outcome. The brand secured listings with two of its three target retailers in Canada within its first season and a national UK grocer in the second. Revenue grew 38% in the first full year following the reset, with international sales moving from under 2% to 11% of the total.

The challenge. Growth in the home market had flattened. The company had signed distributors in Mexico and Vietnam, but neither was performing, and two long-standing European partners had begun asking whether new territories would dilute their support and pricing.

What Team Leap did. We reviewed where the new distributors failed to connect with the company's forecasting, fulfillment and technical support processes, and rebuilt the operating rhythm and incentives around them. In parallel we ran a partner impact review which helped us set clear territory and pricing rules and worked with leadership on the commitments and communication plan for existing partners.

The outcome. The company retained 96% of existing partner revenue through the expansion, and the two new regions accounted for 11% of total revenue within 18 months. The integration playbook is now the standard for every new distributor the company signs.

The challenge. Each target state carried different licensing and payer rules, and the operating model that worked at home assumed referral partners the company did not yet have. The investors wanted a sequenced plan rather than a list of opportunities, and existing referral partners needed reassurance that expansion would not change the service they relied on.

What Team Leap did. We assessed demand, payer mix and regulatory requirements in five candidate states, recommended three and the order to enter them, and then specifically designed the referral partner model for each. We also built a continuity plan for existing partners, including service commitments and a quarterly review cycle.

The outcome. The company entered three new states within 14 months, on plan and within the approved budget. Revenue increased 22% over the period, existing referral volumes held, and the sequenced plan became the basis for the next funding round.