Practice
Global Expansion, Greenfield & Brownfield Advisory
New geographies and facilities, engineered as investments.
Thyor advises companies and investors building, acquiring or restructuring operations across borders — greenfield buildouts, brownfield repositioning, market-entry economics, capital planning, operating-model design and the programme governance that keeps multi-year investments on the case that justified them.
Why it matters
Cross-border decisions concentrate financial, tax, operating and policy risk.
Cross-border expansion fails in predictable ways: a market entered on headline growth rather than entry economics; a facility whose capital case assumed a ramp that never arrives; an operating model copied from home that local regulation, labour and logistics quietly defeat; a project governed by enthusiasm rather than milestones.
Greenfield and brownfield programmes are among the largest commitments a private company or investor ever makes. They concentrate financial, tax, operational and execution risk in a single decision that is expensive to reverse. They deserve the same diligence as an acquisition — and rarely receive it.
The firm treats expansion as an investment discipline: an underwritten case before commitment, integrated financial and tax architecture, and governance through build, ramp and stabilisation so performance is tracked against the case that justified the spend.
Before capital is committed
Decision points where structure and reversibility still exist.
- 01
A new market is being considered
The entry case — demand, economics, structure, tax, operating model — needs building before commitment.
- 02
A greenfield facility is planned
Site economics, capital planning and programme governance must be designed before ground is broken.
- 03
A brownfield asset underperforms
An acquired or legacy operation needs restructuring, repositioning or an honest hold-fix-exit assessment.
- 04
Operations must cross borders
Entity, tax, supply-chain and organisational architecture for an international footprint needs integrated design.
- 05
A programme is drifting
A buildout already under way is overrunning, and the governance to recover it does not yet exist.
- 06
An investor underwrites expansion
A portfolio company’s international or capacity investment requires independent challenge and oversight.
Programme stages
Underwrite, structure, govern and re-underwrite.
- 01
Build the entry case
Market, demand and competitive reality; entry and ramp economics; the assumptions that must be true for the investment to work.
- 02
Design the architecture
Legal entity, tax, capital and operating structure across the relevant jurisdictions — coordinated, not assembled afterwards.
- 03
Plan the execution
Site, build, procurement, hiring and readiness plans sequenced with capital release milestones.
- 04
Govern the programme
Milestone-based capital governance, vendor oversight and a decision cadence that surfaces drift early.
- 05
Track against the case
Post-investment performance measured against the original investment case, with corrective action built into the rhythm.
Investment architecture
Market, capital, tax, operating and geo-macro workstreams.
Entry & site economics
- Cross-border expansion strategy
- Market-entry economics
- Site and location decision support
- Demand and competitive assessment
Investment architecture
- Capital planning and investment cases
- Financial and tax structuring coordination
- Greenfield buildout advisory
- Brownfield restructuring and optimisation
Operating design
- Operating-model and organisation design
- Supply-chain, procurement and operating-readiness planning
- Vendor and implementation oversight
- Ramp and stabilisation planning
Programme governance
- Project governance
- Milestone and capital-release gates
- Post-investment performance tracking
- Post-merger integration for acquired operations
Decision & governance artefacts
The models, papers and operating cadence behind the programme.
- Market-entry and investment-case models
- Site and location decision analyses
- Cross-border entity, tax and capital architecture papers
- Operating-model and readiness plans
- Programme governance frameworks and milestone schedules
- Vendor and implementation oversight reports
- Post-investment performance tracking packs
Representative situations
The shape of mandates in this practice.
Greenfield case for a manufacturing buildout
A manufacturer weighing a new facility in a second jurisdiction needed an investment case that would survive board scrutiny. Thyor built the demand, capital and ramp model, designed the governance and tracked the programme against the case.
Brownfield repositioning of an acquired plant
An acquired facility was running below the underwritten margin. A footprint, cost and procurement programme repositioned the operation; performance is now reported against the original acquisition case.
Selected work
Cross-border capital architecture for an advanced-manufacturing expansionInvestment case, geo-macro analysis, tax architecture and programme governance→Brownfield restructuring of an acquired production siteSite diagnostic, recovery programme and capital options→Greenfield investment case for a nuclear-services platformInvestment case, market-entry architecture and milestone governance→Next step
New geographies and facilities, engineered as investments.
Describe the situation and the decision in front of you. A senior adviser will respond directly.