Every arrangement ends. Two of the endings are good ones.

Because they are the same decision seen from different ends. A company that scales in Türkiye eventually either builds its own organisation and takes the operation in-house, or reaches the end of the project and stops. Both are endings for the arrangement, and both go better when they were designed rather than improvised.

Providers usually separate them because growth is pleasant to sell and exit is not. We would rather have the conversation once, at the start.

People, processes, supplier and customer relationships, system access, and the document history — transferred to the organisation you have built, on an agreed date, with a defined period where both sides are still involved.

The part that goes wrong is the history. An operation handed over without its correspondence, filings and the reasoning behind past decisions leaves your new team reconstructing three years of context while running the business.

No. It is the outcome we design for, and the terms say so rather than leaving it to goodwill. An arrangement that becomes difficult to leave is a retention tactic, and clients can tell the difference.

It also happens to be good business. A company that grew enough to need its own organisation is a reference, and the work of building that organisation is itself an engagement.

Then it is a liquidation and it is a real project. Closure runs through statutory waiting periods under the Turkish Commercial Code, and the closure filing brings a tax review. Whoever is appointed to run it carries personal exposure for what surfaces afterwards.

Two things decide how that goes: whether the accounts were certified each year, and whether the person appointed is positioned to run it properly. Both are decided long before anyone is thinking about closing.

Yes — longlist, verification, introduction, negotiation support. The useful part is the verification rather than the introduction: whether the candidate already sells to your customers, whether they carry a competing line, what their financial position actually is.

For suppliers, verification means somebody goes to the facility. For distributors, it means understanding what happens to your brand when your interests and theirs diverge.

There are investment incentive mechanisms, regional schemes and sector programmes, and some genuinely change the economics of an expansion. Others are marketed more enthusiastically than they are received.

We assess what your case actually qualifies for and what the application costs in time and conditions, rather than listing programmes on a website. Eligibility rules change, and a stale list is a liability.