Fewer clients. Full attention.
Scale With is not the right partner for every brand, and we are honest about that from the first conversation. What we do is specific, our involvement is deep, and the roster stays selective because founder-led work only holds up at a certain scale.
The brands we work well with tend to fall into one of four situations. They are different problems, but the underlying pattern is the same: a real business with real revenue, trying to do something serious with their marketplace and international presence, and running into a problem they cannot solve with the team they currently have.
You know the UK and EU opportunity is real. The complexity is what is stopping you.
You have built a successful business in your home market. Revenue is solid. The product works. Your Amazon presence domestically is established and you understand how the channel operates. What you do not fully understand is what changes when you cross a border.
The answer, unfortunately, is quite a lot.
VAT registration is not straightforward - and getting the structure wrong from the start creates problems that are expensive to unwind later. Packaging and labelling requirements differ between markets. Customs procedures, EPR obligations, and responsible person appointments each need to be handled before a product can legally be sold. On top of the compliance layer, there is the operational side: finding and vetting a logistics partner, configuring a marketplace account for a new territory, localising listings, and setting up the right advertising and account structure from day one.
Most brands underestimate how long this takes when each piece is handled separately. Others attempt it themselves, get most of it right, and discover the gaps later - usually through a poor review, a compliance flag, or a logistics failure that arrives at the worst possible time.
The brands that enter new markets successfully tend to have one thing in common: they did not try to coordinate it themselves.
US brands are the audience we are most actively working with right now, because the demand to enter UK and EU markets from established American brands is strong and the gap between US and UK market requirements is significant enough that local expertise genuinely matters. We also work with Australian brands and other international businesses looking to build a presence in the UK and EU. And we work with UK brands that are ready to move into European markets after establishing themselves domestically.
A brand that entered this way
A global brand entering the UK market
Situation: Held a UK licence for a globally recognised tools and equipment brand, with no existing Amazon presence - no Seller Central setup, no listings, no catalogue.
What we did: Account setup and verification, brand registry, and a full catalogue build - including resolving EAN mismatches that surfaced during the verification process. The range now runs across FBA and FBM, in single, bundle, and multi-pack formats, through a newly appointed 3PL. We manage the advertising and brand-building work directly with the licence holder's global brand team, including content development and approval.
Result: Live and trading across the full range - now including a newly launched accessories line - and on track for more than £500,000 in revenue in year one, with peak season still ahead.
Ready to talk about entering the UK or EU?
Two ways in: a direct conversation about your business, or the guide first if you want the detail before you talk to anyone.
You launched. Something went wrong. Now you need someone to fix it properly.
It happens more often than most brands admit publicly.
The UK or EU entry looked straightforward - you found a logistics partner, got the listings up, started running ads, and waited for the revenue to build. What followed was something else. Returns came in at a rate that triggered an Amazon performance notification. Customers left reviews explaining that the product was not what they expected, or that the subscription they did not realise they were signing up for was billed in a currency they did not recognise. Your VAT registration turned out to cover the wrong structure for how you were actually selling. Stock is sitting in the wrong location. The compliance documents that were supposed to be in order are not quite right.
Or perhaps none of that. Perhaps it was simply that you got the product right, got the logistics right, and the market still did not respond the way you expected - because the listings were not localised properly, the advertising was built on the wrong structure, and the brand presence online did not reflect what you were trying to sell.
The detail varies. The pattern is consistent: a market entry that moved too fast, without the right foundations, and is now costing more to maintain than it is generating in revenue.
Brands that have already attempted a UK or EU launch, usually within the last twelve to eighteen months, and know something is not right even if they cannot pinpoint exactly what. Often US or international brands who treated the UK as a straightforward extension of their home market, only to find VAT, compliance, or basic localisation was handled incorrectly from the outset. The revenue exists, but it is not covering what the expansion is costing to maintain.
A brand that recovered this way
A market-leading US electronics brand
Situation: Already a market leader at home, this brand had invested more than £100,000 attempting UK and EU entry - shipping their US product straight into the UK market without the right product compliance or VAT registration in place, and without adapting a USD-billed subscription model for British buyers.
What we did: We started with an honest, ground-up assessment of what had actually gone wrong and in what order it needed addressing. We got the brand set up correctly with HMRC, corrected and backdated their VAT position, recovering a £23,000 UK VAT reclaim, and worked through the packaging compliance the original launch had missed. Alongside the fix, we've advised on the strategy to move forward from here.
Result: A foundation that's actually correct, for a brand that had already paid for one expensive attempt at getting it wrong - with a clear, agreed plan now in place for how the business grows from here.
Ready to talk about fixing a failed expansion?
Two ways in: a direct conversation about what has gone wrong, or the guide first if you want the detail before you talk to anyone.
Your business was built through trade relationships. Your online presence does not reflect that.
You have a strong brand. Your trade customers know your products, trust your quality, and buy consistently through their wholesale accounts. The B2B operation works.
What you have not paid close attention to is what happens when someone searches for your brand online.
What they find is not the brand you have built. It is a collection of reseller listings - some accurate, some not, some with different EANs for the same product, some with photography that does not match your current range, some with specifications that are wrong or out of date. In some cases there are four different ASINs on Amazon for a single SKU, each created by a different reseller, each telling a slightly different story about what the product is and what it does.
This matters for more reasons than you might expect.
Consumers searching for your products online will find that mess and draw conclusions from it. But so will your trade customers. A distributor checking your specification before a purchasing decision, a contractor researching a product before recommending it to a client, a buyer reviewing your range before a line review - all of them are looking at the same Amazon listing that the end consumer finds. An inconsistent, fragmented online presence does not just cost you direct sales. It creates confusion about what your product actually is, undermines confidence in your brand, and weakens the credibility you have spent years building through your trade network.
Meanwhile, competitors who entered the market as B2C brands first - built entirely around online discovery and the consumer experience - have established strong presences in the same category. They do not have your heritage or your trade relationships. But they look like they own the channel, because they do.
The hesitation many B2B brands have about building a direct consumer presence is understandable. The last thing you want is to compete with the distributors and resellers you depend on, or to be seen to undermine the wholesale relationships that have supported your growth.
This is a real tension, and we do not pretend otherwise. What we have found, working with brands in this position, is that the way to manage it is through clarity and sequencing - not by avoiding DTC altogether. Taking control of your brand on Amazon first, establishing an authoritative presence, and managing which products are available at which price points, gives you the foundation to build a direct channel without creating the kind of channel conflict that damages trade relationships.
For brands that are ready to go further, there is also the sub-brand route: a new brand identity built specifically for B2C, allowing you to develop a direct consumer channel that sits cleanly alongside your existing trade business rather than competing with it.
A brand that took control this way
A global HVAC brand
Situation: A well-established heating and controls brand - headquartered in Hong Kong, with offices across the UK and Europe - had lost control of its own listings. Unauthorised resellers were competing for the buy box across Amazon and other marketplaces, not just the UK, undercutting pricing and eroding visibility on products that were rightfully theirs.
What we did: We identified the issue, structured and opened the correct accounts, and took control of the brand - starting with around 30 core listings. We're now advising directly on how they communicate with unauthorised resellers and implement a channel strategy across every marketplace they sell on, not just Amazon.
Result: Brand control has been established and the channel strategy is now being actively implemented, laying the foundation for a brand that's shifting from a B2B trade model to direct B2C selling, with the eventual goal of managing its own online presence.
Ready to talk about taking control of your brand online?
Two ways in: a direct conversation about your brand presence, or the guide first if you want the detail before you talk to anyone.
You are already in the market. The growth has stalled.
You have done the hard part of getting started. You are trading - on Amazon, other marketplaces, your own website, or some combination of all three - and generating real revenue. Just not at the level you know should be achievable, and not on a trajectory that suggests it is going to get there on its own.
The problem is usually one of two things, and sometimes both.
The first is expertise. Running a marketplace presence at a basic level is not difficult. Running one well - with the right advertising structure, properly optimised listings and content, a catalogue that is set up to convert, account health that is actively managed, and a channel strategy that actually reflects how each marketplace works - requires a depth of knowledge that most in-house teams have not had the time or the exposure to build. The gap between a functional presence and a well-run one is significant, and it shows in the revenue figures.
The second is resource. Even when the knowledge exists internally, there is often not enough capacity to manage things properly alongside everything else the team is responsible for. Advertising campaigns get set up and not optimised. Listings get written once and not revisited. Account health issues sit unresolved for longer than they should. The business ticks over rather than growing.
Brands already trading and generating real revenue - on Amazon, other marketplaces, or their own website - who have reached a level of scale where growth should be compounding and is not. Often the operation has outgrown the resource or expertise managing it, and what got the business to this point is not enough to take it further.
A brand that broke through this way
A global dashcam brand
Situation: Already an established global brand, with products live on Amazon UK, but the listings were not localised or optimised for the market, and visibility on the platform was well below what the brand was achieving elsewhere.
What we did: Full market and competitor research, keyword research, and a complete rebuild of the core listings, as part of a wider push to build the brand's visibility and distribution.
Result: The brand's visibility and distribution grew to six figures a month in revenue within four months, with the rebuilt Amazon presence a key part of that push.
Ready to talk about scaling your marketplace presence?
Two ways in: a direct conversation about your account, or the guide first if you want the detail before you talk to anyone.
Not sure which situation applies to you?
Most businesses we speak to are dealing with more than one of the above. An expansion that has partially worked but left gaps. A brand control issue sitting alongside a growth problem. A compliance question underneath a marketplace ambition.
The best thing to do is have a conversation. Bring whatever is in front of you - we will tell you honestly whether it is something we can help with, and what that would look like in practice.
Book a 30-minute call