Expand Into APAC Profitably Without Destroying Unit Economics
You can expand into APAC quickly.
Or you can expand profitably. Most brands try to do both.
They end up with neither.
Revenue grows. Margins collapse.
The problem isn’t market selection. It’s go-to-market design: how channels work together, how distributor partnerships are structured, and how markets and channels are sequenced.
By Q3, you’re fixing decisions you should have made in week 1.
I help you avoid those mistakes.
THE PROBLEM
You run distributors, retail partners, DTC, and eCommerce.
Each one makes sense individually. Together, they destroy each other.
Distributor relationships become margin killers.
You hire a distributor to access retail quickly. They maximize their margin. Yours compress by 20%. You’re locked in. Six months later, unit economics don’t work.
Your channels cannibalize each other.
Retail wants premium positioning. eCommerce wants competitive pricing. eCom undercuts retail. Retail threatens to leave. You manage chaos instead of building a business.
eCommerce growth destroys profitability.
You scale Shopee and Lazada. Revenue looks great. But unit economics are broken. Discounts, logistics, returns, and platform fees stack up. You optimized for volume, not profit.
Market entry becomes expensive learning.
Brands don’t fail in Asia overnight. They fail slowly. Treating APAC as one region instead of multiple markets with different economics. By the time you realize, $1M+ is already gone.
By the time this shows up in the numbers, fixing it costs 10x more than preventing it.
WHAT I DO
I help international leaders (CMO, COO, CEO) design go-to-market strategy that scales revenue while protecting margin.
Before you launch, we answer:
* How do your channels work together instead of against each other?
* What’s the right market entry sequence? Singapore first or Thailand?
* How do you price across channels without brand fragmentation?
* How do you structure distributor relationships so both sides win?
* How do you scale eCommerce without destroying unit economics?
* How do you build teams and incentives that support your strategy?
OUTPUT
You get a clear set of commercial decisions:
- What to scale
- What to fix
- What to pause
- What to exit
And the financial logic behind each one.
HOW IT WORKS
Typical engagement: 6–8 weeks, $25K–$50K depending on scope. Clear deliverables. You’re involved in every key decision.
WHO THIS IS FOR
This Is For:
Global consumer brands ($50M-$500M) expanding into new markets
Brands managing 3+ channels (retail, wholesale/HORECA, DTC, eCommerce)
Teams with distributor complexity (managing multiple partners across regions)
PE-backed companies under pressure to scale profitably
Leadership teams (CEO, COO, CMO) making irreversible GTM decisions
This Is Not For:
Early-stage startups
Teams outsourcing their strategy
Anyone looking for a playbook or template
Leaders seeking generic “Asia strategy”
Those chasing a quick fix at a cheap price
WHY ME?
I spent 15+ years expanding premium consumer brands globally. Not as a consultant, but as the person owning the P&L.
At TWG Tea, I helped scale a Singapore luxury brand into 15+ countries across APAC, the Middle East, Europe, and the Americas, driving 72% revenue growth without brand dilution.
At MuscleTech, I managed a $130M+ global P&L across 20+ markets, scaled eCommerce to $14.6M+, and grew international revenue from $102M to $130M while protecting margins.
Here’s what matters: Scaling revenue is easy. Scaling revenue while protecting margins is rare.
I do both.
I’ve also made expensive mistakes: distributor relationships that destroyed margins, rushed market entry, and chasing volume before margins were solid. That’s why I know what doesn’t work and why you should call me.
HOW WE WORK
You’re in every meeting.
I don’t sell decks and disappear.
I help you think through decisions. You make them. You execute them.
LET’S TALK
If you’re expanding into APAC and want to get the go-to-market strategy right before you launch, not after you’ve spent $1M fixing it, let’s have a conversation.
No pitch. No pressure. Just clarity on whether this is a fit.
I selectively work with 1–3 leadership teams per quarter to ensure depth, focus, and real decision-making impact.
*Please include the markets you’re considering and the stage of expansion.