Finance and operational rigour
Experience in an international consulting firm, within a Financial Services business unit.
Securing your path
into global markets
An independent adviser at your side. Built for the decision, not for the report.
Why NSC Strategy exists
You do not work with a team that changes halfway through the engagement. You work with the person who built the analysis, and who stays reachable until you decide.
“In a context where international relations are tightening for our companies, what matters is not to expand abroad further, but to do it better. Our work is to make projection possible in a world that seems to rule it out.”
Nathan Chesnais, founder of NSC Strategy
International coordination at scale
IT regulatory project manager, coordinating several international entities of a French systemically important bank.
Expertise in international economics and finance
Master's in International Trade and Strategy, University of Bordeaux. Dissertation on Sino-American trade tensions.
As analysis becomes automated, the decision stays human
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Interpretation
Raw data says nothing. We explain what it means for your company.
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Dialogue
You test our conclusions against your knowledge of the ground, and we correct them.
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Support
We stay available through the period when the decision is really being made.
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Committed judgement
We state a verdict we stand behind, GO or NO-GO, and we defend it in front of you.
Independence
Speed
Precision
You are not handed a report. You have someone across the table.
The analysis is built with you, not beside you. Your objections correct the model, your knowledge of the ground corrects the assumptions, and the final verdict is defended face to face.
Four steps, one analytical engine
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01
Collection and structuring
Macroeconomic, sector and regulatory data gathered market by market, on a comparable basis.
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02
Financial modelling
Income statement, cash flow, net present value and internal rate of return for each market.
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03
Sensitivity analysis
Key assumptions are varied to find the threshold at which the scenario turns.
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04
Debrief and decision
A reasoned verdict, a ranking of markets and a spoken debrief with your leadership.
The NSC matrix
Five criteria, one reading comparable from one market to the next
| Criterion | Market A | Market B | Market C |
|---|---|---|---|
| Macro and geopolitical context | Favourable | Caution | Unfavourable |
| Sector momentum | Favourable | Favourable | Caution |
| Operational feasibility | Caution | Favourable | Caution |
| Financial viability | Favourable | Caution | Unfavourable |
| Resilience to shocks | Caution | Favourable | Unfavourable |
0
markets analysed in parallel
0
sub-sectors covered
4-0
weeks to a verdict
0
country data points updated automatically
Move at the speed of your decision
Diagnostic
4 to 5 weeks“Do we go or not?”
- 2 to 5 markets compared on the NSC matrix
- Financial projections per market
- Sequencing verdict, market by market
- Spoken debrief with your leadership
Decision gate
4 to 8 weeks“How do I go about it?”
- Workshops testing the report against your operational reality
- Assumptions settled with your teams
- Workstreams put in order before launch
Ongoing support
Monthly, cancellable“At your own pace”
- One working session a month
- Availability between sessions
- No minimum term
Where the decision is settled
Sensitivity and scenario analysis
What if the exchange rate moves by 10%?
We vary your key assumptions one at a time: exchange rate, entry price, ramp-up time. You leave with the thresholds at which the scenario turns, and with those that, in the end, barely matter.
Competitive response analysis
What will the incumbents do?
Established competitors will not watch you arrive without reacting. We model their likely response, on price as on distribution, and we quantify its effect on your first-year volumes.
Break-even threshold
At what point does the venture hold?
The floor volume and floor price of your project. Below them, you know you are funding a loss. Above them, you know what you are earning. This is the number that turns a debate into a decision.
Entry mode trade-offs
Distributor, joint venture or subsidiary?
Four routes compared on the same market, each with the capital tied up, the time to break-even and the degree of control you give away.
Transparent pricing, stated at every step.
What happens between two working sessions
A question on an assumption, a local partner pulling out, a fellow director who has doubts: you do not wait for the next meeting to raise it. You write, and the conversation picks up where it left off.
That is the difference between commissioning a study and working with an adviser.
Why NSC Strategy
Three situations that come up in early conversations, and what we answer.
“I have a hunch about a market, but nothing to put numbers on it.”
Put numbers on an idea
We give your hypothesis a numerical shape: reachable volumes, expected margin, capital to tie up. You decide on orders of magnitude, no longer on an impression.
“I think I know this market. I would like someone to contradict me.”
Challenge your instincts
We test your reading against comparable data and an outside view that owes you nothing. If it is right, you will know it with figures behind it.
“I will not tie up my teams for six months on a hypothesis.”
Test without committing
Four to five weeks, one point of contact, a reasoned verdict on several markets. Your teams stay on their own work throughout.
Next step
Let us talk about your market.
A 30-minute conversation is enough to judge whether our approach fits your situation.
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