Start with what has changed

Often the conversation starts when a UK company wins an important US customer, or its existing American business starts to grow. Customers may want people they can meet face to face, speak to during their working day and call on at relatively short notice. At that point the CEO or finance team begins to ask whether invoicing from the UK is still the right approach, whether there are tax or compliance considerations and whether a team on the ground would help develop the relationship. It doesn't automatically mean setting up a company straight away, but it's a sensible time to explore the options.

Customer demand and investment are useful triggers

Two common triggers are meaningful US customer demand and new investment earmarked for international growth. A business may have secured funding and be expected by its board or investors to build a US operation, recruit people and put local systems in place. In other cases, revenue and customer expectations are growing to a point where the current UK-led model needs reviewing. Some companies are also thinking longer term about their international profile and the potential for a future US strategic buyer. We help turn those ambitions into a practical plan.

Can we continue serving US customers from the UK, or do we need a US company?

Quite often, continuing to serve customers from the UK is a perfectly sensible starting point. If the relationship is straightforward, revenue is still relatively modest and the product or service doesn't require much local support, there may be no immediate commercial reason to establish an American operation. That can change as the customer base, activity or ambition grows. It's also important to review the relevant US federal and state tax, employment and registration obligations rather than assuming that a particular revenue level automatically determines the answer. We help clients think through the timing and bring in specialist advice where needed.

Test the commercial assumptions

We start with the actual opportunity: the size and nature of the contracts, the evidence of demand, how confident the company is in its product-market fit and what further business might be available. We then look at the cost of delivering that product or service in the US, which may be very different from the UK, and whether the proposed pricing will support a profitable operation. Most companies already have some form of revenue, marketing or investment plan. We help test the assumptions, model different scenarios and decide where the available budget is best spent before the business makes a substantial commitment.

Five questions for your leadership team

  • What evidence of US demand do we have beyond the initial opportunity?
  • What local support do customers expect, and who will provide it?
  • Does our pricing reflect the actual cost of delivering in the US?
  • What do we need to spend now, and what could wait?
  • Which tax, employment, registration or immigration questions need specialist review?

Start the discussion before the deadline

We sometimes speak with businesses many months before they establish US operations. Early conversations create room to understand dependencies and prepare a realistic scope, rather than treating every decision as urgent.

This is general business guidance. Legal, tax, employment and immigration requirements depend on the circumstances and should be reviewed with the appropriate specialist advisers.