Rasagna Pulapaka · 7/28/2026
A CFO had a good experience in one country five years ago, so that's where they go. A board member read something about a "hot" market. Someone's cousin knows a great developer in a country where nobody's ever built a team in. That's not strategy. It's a guess dressed up as a decision.
Talent. Cost. Time zones. Political stability. Infrastructure. Proximity to your customers. Where the business is actually headed in eighteen months. That's the real question - and it's probably the biggest workforce call a CEO can make. Most companies never sit down and work through it. They just pick a direction and hope.
I've watched enough of these decisions play out to notice the pattern: the founders who treat this as a real analytical question end up with fewer surprises a year and a half later. Fewer compliance headaches. Fewer "wait, why did we pick this country" conversations in a board meeting.
The ones who skip the analysis usually find out the hard way - and by the time they do, it's expensive to unwind.
We're building real evidence around what separates a good expansion decision from a lucky one, not another generic "top 10 countries" list. If you're staring down this decision right now, I want to hear how you're thinking about it.