For European CEOs eyeing transatlantic expansion, Tim Ringel has advice that might catch a few boardrooms off guard: don’t launch in New York or Los Angeles.
“Forget those flagship locations. Don’t go into New York, Los Angeles, or San Francisco,” says Ringel, CEO of agency group Meet The People.
European executives often assume they need to establish themselves in the country’s biggest commercial centres. Ringel argues that high-volume secondary markets such as Chicago or Dallas can offer substantial purchasing power and capital without the same entry costs.
“If you establish product-market fit there, then you tackle New York or LA.”
The advice comes as the economic gap between the two sides of the Atlantic remains significant. The IMF forecasts US GDP growth of 2.3% in 2026, compared with 0.9% for the euro area and 1% for the UK.
Ringel says tariff uncertainty initially made European businesses more hesitant about the US. But the underlying attraction remains.
“Europe’s growth is flat, whereas the US continues to post solid economic growth despite tariffs and macro volatility,” he says. “We see many European companies now stepping up to actively manage their US arms after years of passive oversight.”
Europe’s patience can be an advantage
European companies shouldn’t necessarily leave their home-market instincts behind when entering the US. Ringel believes some have an advantage in the form of longer-term ownership.
“It largely comes down to ownership structure,” he says. “In Europe, many companies remain multi-generational, family-owned businesses. In the US, private equity acquisition is far more common, driving an aggressive push for rapid short-term growth.”
For Ringel, the value of that longer horizon becomes clearest during periods of volatility.
“They don’t panic. They aren’t under quarterly PE pressure, so they can comfortably wait five or 10 years until the market conditions are right.”
Patience, however, shouldn’t mean allowing a US operation to run on autopilot.
“A lot of European companies have been in the US for 10 or 20 years using exclusive distributors who basically just ship product but don’t care about building the brand,” Ringel says. “We help them reclaim control so they can capture the true margin.”
The issue is not simply distribution. European businesses need to take responsibility for the customer relationship, marketing and brand rather than treating America as another destination for products made at home.
German chocolate maker Ritter Sport offers a useful example. The family-owned company established its US headquarters in Chicago in 2024 before acquiring Boulder-based chocolate brand Chocolove in 2025.
The move illustrates a broader principle in Ringel’s advice: a European brand can retain its identity while building a genuinely local business.
Adapt the experience, not the heritage
European heritage can be an asset in America, but companies need to understand how differently consumers may encounter their products.
“You should never ruin your core heritage,” Ringel says. “Americans respect European heritage – German engineering, French and Italian luxury, European cheeses and chocolates.”
The challenge is adapting to “how Americans consume”.
That might mean different pack sizes for the country’s bulk-buying culture, seasonal campaigns built around occasions such as Halloween, or a different approach to logistics.
“America has a big bulk-order Costco culture – that’s just the reality,” Ringel says. “You can’t just sell a single unit.”
For companies testing the market, he also recommends avoiding heavy infrastructure commitments from the outset. Specialist logistics hubs can handle importing, relabelling, regulatory compliance and e-commerce fulfilment while a company establishes demand.
The principle is straightforward: preserve what makes the brand European, but adapt how American consumers experience it.
North America isn’t one market
European businesses also need to resist treating the US and Canada as a single opportunity.
Canada has its own linguistic, geographic and commercial dynamics. Its population is concentrated along the southern border, while French-language requirements create additional considerations for companies entering the market.
The trade relationship with the US has also become considerably more complicated.
“Five years ago, Canada was often used as a lower-cost test hub to seed northern US states,” Ringel says. “Given current tariff and trade friction, you can no longer use Canada as a backdoor into the US market. You must approach the US directly.”
The broader lesson is that companies need to understand the specific market they are entering rather than treating “North America” as a single expansion strategy.
America isn’t a quick fix
Perhaps the most important question is whether every successful European company should make the journey at all.
Ringel’s answer is unequivocal.
“No. It depends entirely on product differentiation, category competition, and ownership ambition. America is not a quick fix – it’s complex and fragmented.”
Companies that do decide to go need to commit properly.
“For the companies that properly resource their expansion and crack the market, their US division almost always outgrows their European home market within a few years.”
The distinction matters. America may offer European businesses access to a faster-growing economy, but entering it successfully requires more than exporting what worked at home.
It means choosing the right market, taking control of the customer relationship, adapting the proposition without diluting the brand and committing enough resources to make the operation viable.
For European brands, winning in America isn’t about becoming American. It’s about understanding America well enough to build something that works there.
For European CEOs eyeing transatlantic expansion, Tim Ringel has advice that might catch a few boardrooms off guard: don't launch in New York or Los Angeles.
“Forget those flagship locations. Don’t go into New York, Los Angeles, or San Francisco,” says Ringel, CEO of agency group Meet The People.
European executives often assume they need to establish themselves in the country's biggest commercial centres. Ringel argues that high-volume secondary markets such as Chicago or Dallas can offer substantial purchasing power and capital without the same entry costs.
