A European founder targeting the US market shouldn't dismiss European VCs. You might be the top priority in a European firm's portfolio, receiving more attention and support than you would as a lower-priority deal for a top-tier, oversubscribed Silicon Valley firm.

Despite representing only 12% of total Asian out-licensing deals, Korean biotechs account for a disproportionately high 20% of "first-in-class" partnerships. This indicates a strong appetite for novel science and high-risk, high-reward innovation, challenging the stereotype of Asian biotech as purely "fast followers."

Instead of concentrating its sales force in one region, Deel hired individual salespeople in various countries early in its journey. This counterintuitive move, often criticized as defocusing, allowed the company to quickly test and understand multiple markets in parallel. This strategy was key to rapidly ramping up a global go-to-market motion with localized insights.

The CEO of Korean startup Apollon, who moved his family to Cambridge, argues that sending a representative is insufficient for US expansion. He advises that the CEO must be physically present "on the ground" to build trust, navigate the ecosystem, and demonstrate commitment—a crucial lesson for any international startup targeting the US.

A Boehringer Ingelheim executive noted a key differentiator of Korean biotechs: they enter initial partnership discussions with a well-defined strategy and understanding of their needs. This "readiness to partner" accelerates deal-making and demonstrates a higher level of business sophistication compared to many global counterparts.

The founder's number one piece of advice is to 'get on the plane.' In an era of digital communication, physically meeting customers is a powerful differentiator. He was shocked by how many customers said his was the only startup vendor to ever visit their office. This direct, in-person connection provides insights that competitors miss.

European firm Permira successfully entered the US not by just opening an office, but by relocating its top talent, empowering local decision-making, and accepting years of minimal activity to build relationships and market knowledge before scaling.

Moving to a location with a lower cost of living (geo-arbitrage) is more than a cost-saving tactic; it's a strategic lever to accelerate financial and lifestyle goals by a decade. This allows founders to extend their runway, free up capital for investments, and achieve their desired lifestyle much faster.

Cities like San Francisco and New York act as global talent magnets because they project a powerful and specific "whisper," or core message, about what is valued there. For S.F., it's "build a startup." This clear signal attracts ambitious individuals worldwide who are aligned with that mission.