Produced by Frontline Ventures (London/Dublin), this is a practical field manual for European and international tech founders preparing to expand into the United States. Drawing on interviews with 50+ founders, investors, and service providers, it covers the full lifecycle of a US launch — from initial strategic decisions through legal setup, hiring, and fundraising.
Why expand to the US
The US commands 50% of global R&D investment and offers unparalleled access to capital (68% of global VC is deployed there), a deep talent pool, major media exposure, potential acquirers, and a domestic market of over 316 million people. For most technology companies, US expansion is treated as a question of when, not if.
Timing and location
Founders are advised to expand only once they have achieved product-market fit at home, solidified their management team, secured some local funding, and have a clear goal for the US presence. Moving too early — before launching or showing traction at home — signals weakness to US investors and partners. Most startups surveyed had around 12 employees before making the leap.
Choosing the right city matters. San Francisco/Bay Area leads in VC density and consumer tech; New York City is strongest for media, finance, and advertising; Boston offers lower costs and deep academic talent in biotech and enterprise software. Founders are strongly encouraged not to default to Silicon Valley without first assessing where their customers, investors, and talent actually are.
Getting started
Before formally relocating, founders should make 4–6 trips per year to build their network, vet service providers, and develop early customer relationships. Once on the ground, the first three months should be dedicated almost entirely to networking — in person and online (LinkedIn, AngelList, Twitter). Office space should be welcoming and centrally located; co-working spaces are a sensible starting point. Founders should also prepare for practical challenges: building US credit history, securing a Social Security Number, and navigating apartment rentals as a foreigner.
US business culture differs in important ways: meetings are short and direct, follow-ups are expected within 48 hours, self-promotion is the norm, and titles carry different weight than in Europe. Localizing marketing materials — including American spelling, dollar pricing, and US-style titles — is essential.
Legal structure
The recommended corporate structure for most startups is a Delaware C-corporation (wholly-owned US subsidiary), which is familiar to US investors and straightforward to incorporate online for approximately $400. A more complex and expensive "Delaware flip" — making the US entity the parent company — may be required by some VCs prior to investment, but can cost over $100,000 in legal and tax fees and should be timed carefully.
Founders must also navigate US visa options. The E-2 visa (treaty investor) is the most popular route for founders from Ireland, the UK, and other treaty countries (~$5,000, ~3 months). The L-1 (intra-company transfer), O-1 (extraordinary ability), and H-1B (specialty occupation, heavily oversubscribed) are relevant for relocating employees. The entire visa process should be started early, with an immigration attorney, as it can take up to six months.
Tax obligations are complex and vary by state. The concept of "nexus" — whether a company is deemed to be doing business in a given state — triggers registration and tax obligations. Engaging a CPA with international startup experience from the outset is strongly advised.
Hiring and HR
If the US is the primary market, the CEO should relocate there. First hires are critical: they should have startup experience, be well-connected, and share the company's values. Salaries in the US run 2–3× European equivalents, with mid-tier hires commanding $150–200K and executive-level hires around $300K. Health insurance is a baseline expectation for all full-time employees.
Most US states operate under "at will" employment — employers can generally terminate staff at any time — but anti-discrimination laws are robust, and termination should still be handled with legal counsel. US employment contracts are typically short offer letters, not lengthy agreements. Outsourcing payroll and HR administration (e.g., to TriNet) is strongly recommended and widely practiced.
Company culture requires active investment across geographies: regular cross-office rotations, weekly all-hands calls, and flying new US hires to the home office are all cited as best practices for maintaining cohesion.
Fundraising
US fundraising operates at higher stakes and with higher expectations than most home markets. American Series A rounds start significantly higher and require stronger metrics. Founders should target VCs by sector and stage rather than chasing prestigious brand names, build relationships well before formally raising, and enter conversations through warm introductions. US VCs rarely take cold meetings. Positioning matters: founders should present their company as already US-based rather than "planning to move." Responding to investor outreach within 48 hours is the norm; silence generally signals disinterest.
Conclusion
The US expansion is not a single event but a long process requiring months of preparation, strategic patience, and significant investment of time and capital. The common theme across all areas is the same: do the groundwork early, seek specialized local expertise, and treat the US as a new startup environment — even if the product is proven at home.
