Do you need to negotiate better agreements with global partners? 

Significant upsides often have significant, though limited, downsides.

Investors understand this well.  

But, emerging markets have two manageable but potentially explosive qualities:  

First, relationships mean everything.

Second, contracts are meaningless unless you have strong relationships. 

My team helps investors identify and manage prospective "partnerships", joint ventures, distributors, and everything in between, having done so for decades in Ghana, Nigeria and South Africa, to China, Hong Kong, Israel and Turkey.  

The playbook alters,  the concepts don't.

Don't go at it alone. 

Productive leaders end up wearing a few too many hats.  

Your portfolio has expanded from sales lead, to marketing management, to growth.

This means you're tasked with finding new markets, vetting joint venturers, and of course, compliance. 

Clearly, you need help, but can't turn to the same folks that tasked you with these demands in the first place.

First step--figure out what's been done, what worked and what didn't and what the budget was.

If you've got at least $150,000/year to invest in expansion, let's chat. 

You're the decision maker.

You've grown your baby into a real player.

Then 2020 arrived, with COVID-19 in tow.

Now what?

Does your lease agreement have a COVID-19 clause?

What's Force Majeure?

How does your insurance policy address business interruption, government lockdown, the breach of contract?

In every situation, you've got three types of solutions: there's the possible, the passable, and the practical.  

Good counsel helps you understand  the what and why. 

In a crisis, a traditional attorney will offer traditional ideas.

In a crisis, lean on an entrepreneurial attorney, trained in finance, experienced in tax, and committed to social impact.

Kwame's clients repeatedly call him  "the most adaptable person I know". 

Find out why.