Proven business. New market.
For companies that have already proven the business in one market and are struggling to reproduce that success in a new geography, customer segment, channel or region. People already pay for the offering — the remaining work is commercial.
The expansions we see most often.
Commercial execution in the new market — not paperwork.
No office setup. No company formation.
Generic business-setup services are not part of this model. Expansion stays focused on commercial growth, distribution, representation, sales, partnerships and strategic execution.
Five ways the new market can be structured.
Territory revenue share
The Faith participates in revenue generated within the agreed market.
Regional equity
The Faith receives ownership in a regional operating entity or expansion vehicle.
Joint venture
Both sides create and own a new, market-specific venture.
Master distribution
The Faith receives defined distribution rights and earns commercial margin.
Market representation
A hybrid structure combining operating economics with revenue participation.
100 points. Nine criteria.
80–100 fast-track · 65–79 standard review · 50–64 watchlist · below 50 pass unless there is an exceptional strategic reason.
Has this business proven itself — and can we reproduce that success in another market?
The strongest opportunities reduce product-market risk because the company has already demonstrated that people will pay. What we test is demand in the target market, how hard localisation will be, and whether the economics survive the move.
Taking a proven business further.
Short answers to what founders ask most. Anything else, include it in your submission.
Go-to-market planning, local sales and partner networks, distribution, and hands-on execution in the new geography or segment.
We focus where we have operating reach, including Pakistan, the UAE and wider Gulf, the UK and the US. Other markets are considered case by case.
Revenue share, a joint venture for the new market, or an equity position — chosen to match the risk and commitment involved.
Proof the business works in its home market, unit economics, and a founder willing to commit leadership time to the expansion.
Bring the opportunity.
Let's explore what we can build together.
Strong product. Weak sales? Proven business. Difficult expansion? If there is a real commercial fit, we can work together through sales partnerships, market expansion, strategic partnerships, distribution or investment.