International market entry in sustainability technology

For a multinational utility, developed the strategy and roadmap to build their innovative Air Quality business in two key markets internationally - the UK and the Middle-East.​ ​

In both chosen geographies our market scan identified the most attractive markets, unpicking a complex web of air quality issues, sectors, and drivers of investment in clean air such as regulation and public sentiment. In the most attractive markets we worked with local stakeholders internally to derive more detailed plans that everyone could get behind, resulting in a roadmap the teams went on to adopt as their ‘bible’.​


Our client, head of an innovative environmental solutions division within a multinational utility, had been set a stretching target: to build their Air Quality business to €300m global revenue within 5 years.  

There was already a strong product offering and a foothold in key markets, with a shared belief that capitalising on the core business’ existing footprint could underpin successful global expansion. Meeting the target would depend on identifying the real priority markets, and the most effective entry strategies.


Our senior team brought a deep understanding of air quality issues in both urban and industrial contexts. They began with a scan of air quality trouble-spots in the two chosen geographies, conducting desk research and expert interviews to assess where to focus, and cross-tabulating geographies, sectors, and drivers of change, such as regulation and public sentiment. 

Having identified the most attractive markets we looked at how to enter, in terms of existing relationships and track record, and candidates for M&A and local partnerships. We worked collaboratively with internal stakeholders in multiple regions, using online tools to enable interactive workshops and virtual whiteboards. Client teams, energised to work in a new way, shared local insights and aligned behind the plans.


The work delivered a clear sense of business priorities, including the specific geographies, sectors, and parts of the value chain on which to focus. The conclusion was that the best way to enter the priority region was through partnerships and joint ventures, with local players. 

This was shaped into a 3-phase, 5-year roadmap, or ‘bible’ as it has been dubbed by the client’s team: enthused behind the plans, the team are using it as a living document that continues to evolve as they deliver their expansion.