Bold Business Minds

I built a simple methodology that I tested for 15 years and proved to be a success. Of course not all business can embrace the same timeline but, strategically speaking, those are the safety steps. The first step is to contact a trusted   local consultant/representative. Second is  Induction.  It takes approximately two weeks in which the goals are for the representative to understand the governance model, learn about products and services, existing customers, policies, and group mechanisms, and assess the team. After induction, a lot of initiatives might appear in the fast  go-to-market solutions  like: Rollout possibilities, Up-sale, Cross-sale.

Functionally speaking, opening a  Near-Shoring Centre  is not rocket science. Still, if you do not comply with Romanian and European legal and tax demands, you may end up closed by authorities. Today, I will only focus on the legal and taxes aspect that will insure proper operations in Romania . I see more and more the Insourcing Strategy being embraced. Companies can keep inside, away from any replication risk, the idea, the knowledge, basically their future. They can work around, be agile, produce an MVP and build a roadmap from there. They use volume subcontracting after the launch, after the initiative is public. If you are either Insourcing your R&D or expand your Delivery capabilities in Romania, you need to tackle two problems for the new Company; Transfer Pricing and subsequently the Profit of the Upstream Company. In a further article, I will detail the way of work, with a focus on the processes and MO. I will also build and share a cost structure that you can u...

Big Technology Companies Have a Problem They Prefer Not to See When you are a large technology company, you may have a problem that keeps hiding in plain sight. You have the products. You have the brand. You have the partner network. You have the certifications, the datasheets, the global references, the technical depth, the marketing machine, the regional managers, the account managers, the portals, the events, the “ecosystem.” And yet, in too many enterprise deals, you are still not the origin of the project. You are a supplier waiting to be included. That is a dangerous position. Because the enterprise market has changed. Large IT projects are no longer simple product sales. They are complex, horizontal, political, financial, operational, and often multi-partner constructions. They involve business units, IT departments, finance departments, procurement, legal, external consultants, integrators, auditors, sometimes banks, sometimes public funding, sometimes regulators, sometimes boa...