The types of engagements we run — across the US, Middle East and Asia.

Remote working across borders — a compliance rescue for a UAE–India tech team

• → Cross-border payroll, VAT and corporate tax exposure closed with no historical liability crystallised
• → Clean IP ownership sitting in a single defensible entity ahead of the next fundraise
• → A repeatable remote-hiring policy the People team could actually enforce

A fast-growing tech company was hiring engineers in India and account executives in the UAE, letting everyone work remotely from wherever they liked. That informality created hidden risks: permanent-establishment exposure in three jurisdictions, payroll tax leakage, VAT registration gaps in the UAE, and IP that was quietly being created outside the entity that was supposed to own it.

• → Mapped where each employee and contractor was actually working, versus where they were on payroll.
• → Redesigned the employment structure: UAE free-zone entity for GCC hires, Indian Pvt. Ltd. for engineering, and an EOR for edge cases.
• → Cleaned up IP assignment, inter-company agreements and transfer pricing between the two entities.
• → Ran a quarterly compliance cadence with counsel in both jurisdictions and a single dashboard for the founders.

"We thought remote work was a talent lever. Blink showed us it was also a compliance one, and fixed it before it became a diligence problem."

— COO, cross-border SaaS company

AI in finance and accounting — automating the close for a mid-market CA firm

• → Month-end close time meaningfully compressed across the client book
• → Senior CAs freed up for advisory, valuation and CFO-services work
• → New productised advisory offering launched to existing clients as a paid add-on

A mid-market chartered accountancy firm was drowning in manual bookkeeping, GST reconciliations and month-end close work for its clients. Senior CAs were spending their time on data entry instead of advisory. Clients were asking for faster MIS and forward-looking insight the firm couldn't deliver at the current cost base.

• → Ran a diagnostic on the firm's close, reconciliation, GST and audit-prep workflows.
• → Deployed AI-assisted bookkeeping, bank reconciliation and invoice extraction on top of the existing accounting stack.
• → Trained the firm's staff to review AI output — moving them from data entry to exception handling and advisory.
• → Built a client-facing MIS dashboard with cash, receivables and margin views refreshed weekly.

"AI didn't replace our accountants — it moved them up the value chain. Our clients pay more for less of our time."

— Managing Partner, chartered accountancy firm

Six-week GTM sprint for a Series-A B2B SaaS

• → A steady flow of qualified enterprise conversations inside two quarters
• → First proof-of-concept won in the new geography
• → A repeatable motion the founder could hand off to a first AE hire

Post-Series-A companies with product-market fit in one geography often stall when they try to open a second. Founders end up guessing at ICP, pricing and channel mix instead of running a structured launch.

• → Rebuilt ICP around the highest-signal segments across NA and EMEA.
• → Repositioned against category incumbents with a sharp point of view.
• → Stood up an outbound pod of SDRs and researchers from our India desk.
• → Shipped a 90-day launch plan with owners, metrics and QBR cadence.

"Blink didn't just book meetings — they helped us sound like a native company from the first email."

— VP Marketing, B2B SaaS scaleup

180-day US soft-landing for an international founder

• → First US enterprise contract signed inside two quarters
• → A functioning US sales motion the founder could hand off
• → Board-ready US reference stories for the next round

Founders entering the US market typically waste six to nine months on entity setup, banking, hiring and figuring out who to call. Cash burns, the board loses patience, and the launch keeps slipping.

• → Delaware C-Corp setup with counsel, EIN, US banking and payroll live in weeks.
• → Beachhead account list built around ICP and warm-intro coverage.
• → First US SDR sourced, onboarded and running from day 30.
• → Founder coached on US buyer motion, pricing in USD and enterprise pilots.

"We would have wasted a year without them. Blink compressed our US learning curve to a quarter."

— Founder & CEO, cross-border SaaS

Dubai-anchored GCC expansion for a regional SaaS

• → First GCC enterprise contract signed within a single quarter
• → A live UAE-based commercial entity ready to invoice regionally
• → Multiple active POCs across UAE and KSA at end of engagement

A SaaS company with strong traction in South Asia wanted to open the GCC but had no free-zone entity, no local banking, and no way to reach enterprise or government-linked buyers in the UAE and KSA.

• → DMCC free-zone setup, UAE banking and VAT registration coordinated end-to-end.
• → Enterprise and government account mapping across UAE, KSA and Qatar.
• → Warm intros through Blink's Dubai operator network and family-office relationships.
• → Localised pricing, contracting and Arabic-language sales collateral.

"They ran our Dubai launch like an in-house team — regulatory, sales and hiring in one thread."

— Co-founder, regional B2B SaaS

Series-A fundraise and valuation defence for a fintech

• → Term sheets from multiple investors across US, India and the Gulf
• → Valuation defended within the target band without founder over-dilution
• → A repeatable investor operating cadence for future rounds

A fintech scaleup had strong revenue but a weak fundraise narrative, no defensible valuation model, and a scattered investor pipeline across three geographies. The prior raise attempt had stalled.

• → Rebuilt the investor deck and data room around a single sharp storyline.
• → Built a bottom-up financial model, cap table and dilution plan.
• → Ran comparable-company and DCF valuation to anchor the ask.
• → Coordinated outreach to US VCs, UAE family offices and Indian growth funds.

"The GTM and fundraise work paid for itself many times over. Our board finally has a story they trust."

— Co-founder & CEO, fintech scaleup

Multi-region SDR-as-a-service for a devtools company

• → Meaningful reduction in blended CAC quarter over quarter
• → A predictable weekly meeting cadence across three regions
• → First Fortune-500 proof-of-concept won from outbound

A devtools scaleup was spending heavily on paid acquisition with rising CAC. Outbound was inconsistent, lists were stale, and reps burned time on research instead of conversations.

• → Built verified account and contact lists across NA, UK and DACH.
• → Ran cold email, LinkedIn and calling cadences from our SDR pod.
• → Booked and qualified meetings directly into the client's AE calendars.
• → Weekly reporting on reply rate, meeting rate and pipeline created.

"For the first time our AEs have more qualified conversations than they can handle."

— Head of Revenue, devtools scaleup

Zero-to-one advisory for a technical founding team

• → First paying pilots signed inside a quarter
• → A pre-seed round closed with aligned angels
• → A first commercial hire onboarded and productive

A strong technical founding team had a working prototype but no ICP, no pricing, no pipeline and no clarity on whether to raise or bootstrap. They needed operator-grade guidance without hiring a full commercial team.

• → Ran structured problem-solution fit interviews with 30+ target buyers.
• → Designed a paid pilot program with clear success criteria.
• → Built the founding hiring plan and equity structure.
• → Prepared an angel/pre-seed storyline and warm-intro list.

"Blink was effectively our fractional founding commercial team for six months."

— Technical co-founder, early-stage AI startup

GCC design and launch for a multinational building a global capability centre

• → City and operating model selected with board sign-off in under eight weeks
• → Entity, workspace and first leadership hires live ahead of original plan
• → A repeatable playbook for future function migrations and expansions

A multinational wanted to consolidate global IT, finance and customer operations into a new capability centre but couldn't decide on location, operating model, entity structure or timeline. Competing internal stakeholders each had a different favourite city and governance model.

• → Built a location assessment model across talent, cost, churn, regulatory ease and flight connectivity.
• → Evaluated GCC captive, BOT and ODC options against TCO, control and speed-to-market criteria.
• → Coordinated legal entity setup, workspace sourcing, talent-planning and vendor selection in parallel tracks.
• → Designed a phased wave plan, governance structure and program-management cadence.

"Blink turned a politically charged decision into a data-driven one, then ran the setup like a program office."

— Global Head of Strategy, multinational enterprise