Market entry, from zero
Entering Southeast Asian markets from scratch — entity, route to licence, local partners, first pilots and first revenue.
Twenty years in highly regulated, politically sensitive markets — telecom, security, fintech and digital infrastructure. I sit on advisory boards for technology companies and startups that need to land, localise and monetise where classic expansion models do not work.
Success in these markets depends on trust, regulatory access and execution on the ground — not on the deck.
I build and scale international businesses where deals sit between business, regulation and geopolitics. Over the years I have worked with international banks, technology companies, fintech and cybersecurity vendors — moving them from interest to signed agreements, launched pilots and operating revenue.
My work sits at the intersection of corporate leadership, regulators, embassies and industry bodies: translating strategic intent into an operating business, and building the local partnerships that make it durable.
Engagements start where classic sales stops: markets that need presence, reputation and a route through regulation before they can produce revenue.
Entering Southeast Asian markets from scratch — entity, route to licence, local partners, first pilots and first revenue.
Working dialogue with central banks, ministries, embassies and industry bodies, where the licence is the product.
Structuring payment, insurance and digital solutions across borders — with banks, acquirers and integrators on the other side.
Positioning and localising security, digital identity and AI infrastructure for markets that buy trust before technology.
From introduction to MoU to signed contract — corporates, banks, government-linked entities and system integrators.
Advisory board seat, quarterly strategy reviews, executive sessions on expansion, pricing of risk and market sequencing.
Operating roles and advisory mandates across Thailand, Singapore, Europe and the wider APAC region.
Base of operations for the last six years — banking, payments, security and digital infrastructure.
Institutional and enterprise relationships, including European entity leadership and cross-border structuring.
The counterparties that decide whether a market opens: regulators, chambers, banks and industry bodies.
I take ownership of outcomes rather than producing reports about them. Engagements are structured around a board seat, a defined market-entry mandate, or an ongoing advisory retainer.
Independent advisory board member: strategy, market sequencing, introductions, and a candid view on what does not work.
A defined engagement: market map, regulatory route, partner shortlist, first meetings — ending in a go / no-go decision.
Retained advisory through negotiation, partnership-building and the first operating quarter.
In these markets the buyer purchases credibility and continuity first. Positioning follows.
Deals that survive are built with local partners who have their own interest in the outcome.
Regulators and boards do not delegate. Neither do I — the work is done by the person they meet.
MBA, International Economics — Moscow Aviation Institute (National Research University), 1996–2003.
New business development · FinTech · Telecommunications · Security · Team management. Working languages: English, Russian.
Board seats, market-entry mandates and advisory roles. A short note about the company, the market and the decision in front of you is enough to start.