So we run a small fintech startup here in Moscow. We’ve built a solid product, and we’re starting to get interest from international partners—some in Europe, some in the US. But we’re not a marketing agency, and honestly, we don’t have the network or bandwidth to nurture those relationships.
We started using this bilingual hub because we heard it was good for partnerships. And it’s actually been interesting—not as customers, but as a place to understand how international partners think, what they care about, what questions they ask.
We connected with a US-based fintech partner who was exploring expansion into emerging markets. They said they’d never seriously considered Russia before, but after a few conversations here about how the market works, they got curious. We’re now exploring a potential co-partnership where they use our product as part of their Russia expansion strategy.
Separately, we’ve been connecting with a European marketing agency that works with fintech. We’re still early, but the idea is that they might be a good partner for helping us acquire customers across their network.
Here’s the reality though: these conversations move slowly. International partnerships aren’t quick sales. People want to know about your company, understand the regulatory landscape, assess risk, all of that. It takes time.
I’m wondering: who else here is a founder trying to build international partnerships, not as a marketer but as a business builder? What’s actually moved the needle for you? Is a platform like this an efficient way to build these relationships, or are you finding better channels?
This is exactly the kind of partnership story I love. You’re not rushing—you’re building real relationships, which is how actually strong partnerships happen.
One thing I’d encourage: use the platform more actively. Don’t just observe. When you see a discussion about fintech or emerging markets or whatever’s relevant, jump in. Share your perspective. That visibility builds credibility way faster than private conversations.
Also, have you thought about formally introducing your potential partners to each other? Like, connecting the US fintech company with the European marketing agency? If you can be the hub that connects people, you become incredibly valuable. That’s how you move from ‘startup looking for partnerships’ to ‘the person everyone calls to make introductions.’
I’ve seen founders build massive networks this way. It takes a little effort upfront, but the relationships compound.
Let’s talk about whether this is actually efficient for customer acquisition.
You mentioned these conversations move slowly. That’s normal for strategic partnerships, but let’s quantify it:
- How much time have you personally spent on these two conversations across how many weeks/months?
- What’s the potential customer acquisition value if the US partnership works out? What revenue could they drive?
- For the European marketing agency partnership, what would success look like? How many new customers would they bring?
- What’s your customer acquisition cost through other channels (direct sales, ads, etc.)?
The reason I ask is that sometimes founder time on relationship-building is a luxury. If you’re still early-stage and capital-constrained, time spent on slow-moving partnerships might be time away from faster-revenue channels.
That said, if these partnerships could move the needle significantly, they’re worth the time investment.
What’s your burn rate, and how dependent are you on these partnerships for sustainability?
I’m basically living this right now. European expansion is slow, and international partnerships even slower.
A few things that have helped:
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Have skin in the game: Not just ‘let’s explore partnership.’ Offer something concrete. Like, ‘Here’s a beta of our product for your market.’ Suddenly the conversation becomes real versus hypothetical.
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Go to events: This platform is good, but real-world events (conferences, summits) where you actually meet these people accelerate things. Harder than online, but way more effective.
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Create structure: Instead of ‘let’s stay in touch,’ propose a specific cadence. ‘We’ll chat once a month for Q1, review progress, then decide on next steps.’ That creates momentum.
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Use mutual connections: If someone introduces you, the partnership moves faster. Do you have any mutual connections with your potential partners?
The US fintech company—what specifically prompted them to take you seriously? Was it just the conversation, or was there something else?
You’re thinking about partnerships in the right way—slow and strategic. That’s actually how sustainable partnerships happen.
From my perspective as an agency head, when I’m evaluating a partnership with a fintech startup, I care about:
- Distribution capacity: Can they actually deliver results? Or are they just looking for free marketing?
- Profitability: Is the partnership worth my time and resources?
- Brand alignment: Does partnering with them make sense for my brand?
Here’s my advice: when you’re in these conversations, don’t just ask ‘what can you do for us?’ Show them what you can do for them. Like, ‘Here’s how our product creates value in your expansion strategy.’ Be specific.
Also, are you getting any advice from these conversations? Like, is the US fintech partner actually giving you feedback on your product or strategy? If so, that’s a good sign they’re taking you seriously.
One more thing: consider whether any of these partnerships need to be formalized. Even a simple LOI (letter of intent) can move things from ‘casual conversation’ to ‘real commitment.’
You’re on the right path, but let me push strategically.
Right now, it sounds like you’re treating partnerships as ‘if they happen, great.’ But for a fintech startup, partnerships might not be a ‘nice to have’—they might be essential for growth.
Here’s what I’d think about:
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Market entry strategy: For the US and European markets, what’s your entry strategy? Is partnership your primary channel, or is it one of several? If it’s primary, you need to be more intentional.
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Partner selection: Are you pursuing partnerships because they’re available, or because they’re strategically aligned with your growth goals? Those are different things.
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Value prop to partners: From the US fintech company’s perspective, what does Russia market entry actually mean? Is it core to their strategy, or a nice-to-have? That determines how serious they’ll be.
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Your leverage: Every partnership negotiation is about power. What leverage do you have? Market knowledge? Regulatory relationships? User base? Product differentiation? Know your leverage before going too deep into conversations.
One question: for the European marketing agency, what does fintech customer acquisition actually look like in their market? Do they have proven expertise there, or are they learning too? If they’re learning, the partnership is weaker.