Case Studies

Asia-Pacific Market Expansion

FinTech Software Company • Student Initiative from Class

The Situation

A PE-backed FinTech firm wanted to expand its fixed income business in Asia-Pacific from a small presence to a significant one. Competitors were getting footholds in Hong Kong, Tokyo, and Australia. Time was critical.

Key Stakeholders

  • Jody (Global MD): Top Dog • Revolutionary • Wants disruption and new markets
  • Hawking (Head of APAC): Gatekeeper • Traditionalist • Slow, methodical growth
  • Sam (Head of China): Player • Developer • Wants Beijing office
  • Tom (CEO): Top Dog • Revolutionary • Wants to revolutionize investment banking
  • Jin (Japan GM): Gatekeeper • Traditionalist • Methodical growth in Japan

The Challenge

Everyone agreed with the GOAL (grow Asia-Pacific) but disagreed with the APPROACH.

  • The Gatekeeper (Hawking) wanted slow, methodical growth
  • The student wanted aggressive, rapid expansion
  • Cultural resistance: “You can’t just be going to those countries”

Key Lessons

  1. Goal alignment ≠ execution alignment. People can support your destination but resist your path.
  2. Gatekeepers control tempo. Hawking could slow everything down even with CEO support.
  3. Cultural differences matter. Indirect “nos” required cultural awareness to detect.
  4. Build local allies first. Without allies on the ground, even good ideas struggle.