I spent three months trying to find a legitimate marketing partner in the US who actually understood what it means to be a Russian brand entering a new market. Not just someone who could execute campaigns, but someone who got the nuance of it.
The problem was obvious: I had zero network in the US. Zero track record there. And every agency I cold-called either treated me like just another DTC brand or seemed skeptical because we were Russian-rooted. That added friction.
What changed things was realizing I needed to vet partners differently than I would back home. US agencies move fast. They make promises. But in my experience, the trustworthy ones are the ones who ask hard questions upfront and aren’t afraid to say ‘that won’t work.’
I ended up connecting through a couple of mutual connections (slowly built through the community here, actually) with an agency that had worked with other Russian-founded companies. That was the differentiator. They had pattern recognition. They knew what fails and what works.
But here’s what I’m still struggling with: How do you actually vet a partnership before you commit real budget? What questions matter? I don’t want to waste time on a partner who’s just taking my money for three months and disappearing. What red flags have you actually seen?
The vetting process is absolutely crucial, and I think the best approach is asking for proof they’ve done international expansion work. Not just case studies—actual references from founders like you.
What I’ve seen work: Ask the agency to connect you with 2-3 brands they’ve worked with on international expansion. Talk to those founders directly. That’s where you get real feedback about whether the agency actually ‘gets it’ or just talks a good game.
Also, personality fit matters more than you think. You’re going to be working closely with these people across time zones and under pressure. Meet the team that will actually handle your account, not just the senior partner.
From a risk management standpoint, here’s the framework I use when advising on partner selection:
1. Track record audit: Ask for 5+ campaigns they’ve run for similar brands (size, stage, international positioning). Request actual performance data, not just success stories. Real partners give you the data.
2. Red flag assessment: If they can’t explain why a campaign failed or underperformed, that’s a red flag. Good partners learn from failures and can articulate what they’d do differently.
3. Communication structure: Clarify exactly who you’re communicating with, how often, and through what channels. I’ve seen partnerships fail just because communication was unclear.
4. Performance incentives: Align their incentives with yours. Do they get paid more if you hit milestones? That changes everything.
Vetting timeline: Don’t rush this. I’d allocate 4-6 weeks to actually talk to references and feel confident. Budget for it. It saves time later.
I learned this lesson expensively. I hired an agency that looked great on paper, and they disappeared after two months when the market performed slower than expected. No real explanation.
What I do now: Start with a small pilot project (2-3 months) with any new partner. Limited scope, clear KPIs, exit clause if it’s not working. Costs a bit more upfront, but it’s way cheaper than committing six months and finding out they don’t deliver.
Also, trust your gut on the people. If the account manager seems defensive when you ask tough questions, that’s your signal to move on. Good partners welcome scrutiny.
I’m not an agency person, but I work with a lot of agencies on campaigns, and I can tell you the trustworthy ones are ones who actually listen to creators instead of just pushing a brief. That might sound unrelated, but it’s a good proxy for whether they’ll listen to you too.
Also—agencies that have a diverse team feel more trustworthy to me when they’re handling international work. It means they probably have pattern recognition about different markets.
Vetting isn’t just about finding someone competent. It’s about finding someone who will tell you when you’re wrong. The best partners I’ve worked with are the ones who pushed back on our initial strategy and made us think harder about our approach.
I’d recommend a structured vetting process: (1) Reference calls with international expansion clients they’ve had. (2) A one-day strategy workshop with their team where they present their thinking on your market entry. (3) Clear contract language about scope, success metrics, and exit conditions.
That workshop piece is critical. It gives you a sense of how they think, not just what they’ve done.