REAP Global Inc — since 2007
Some deals do not stall on the numbers.
They stall on a ministry that will not sign, a partner who has stopped returning calls, and a set of assumptions that do not survive contact with the country you are operating in. That is the work we take.
Mandate
Cross-border negotiation
Counterparties
Governments & ministries
Clients
Large & mid-cap
Posture
Confidential by default
The problem
Roadblocks are rarely commercial.
By the time a project reaches us, the commercial case is usually sound and the legal work is usually done. What is blocking it is something else: a regulator with an unstated objection, a cultural read that was wrong, a political calendar nobody mapped, or a counterparty whose real decision-maker was never in the room.
Those obstacles do not yield to more pressure or a better deck. They yield to someone who can sit with the other side, understand what they actually need, and find the version of the deal that both parties can defend at home.
We are not a substitute for your bankers or your counsel. We are who you call when the process has stopped and no one can tell you precisely why.
Load 35% of design Within capacity
The structure holds what it was built to hold. Nothing to see, and nothing to report.
The diagnosis
Most failures are capacity failures that nobody logged.
An organization is built to hold a certain load. Then the market moves, the mandate widens, a new jurisdiction is added, and the same structure is asked to carry something heavier than it was designed for.
It usually works — for a while. The strain shows up first as small fractures: a slower approval, a renegotiated term, a country manager who stops escalating. Because the erosion is gradual, it gets absorbed rather than reported. Revenue and headcount are poured in to compensate, which masks the fracture instead of closing it.
Then one condition changes and the loss becomes visible all at once. By that point people call it a crisis. It was a capacity problem, and it was measurable years earlier.
Practice areas
Four kinds of work.
Most engagements draw on more than one. They almost always begin with an honest assessment of what is actually in the way.
01
Negotiation
High-stakes negotiation across borders, where the obstacle is political, cultural or institutional rather than commercial.
02
Capacity analysis
Diagnostic work that finds where an organization is carrying more than it was built to carry, before the fracture becomes a failure.
03
Infrastructure development
Structuring and delivering projects where the commercial case depends on physical or institutional infrastructure that does not yet exist.
04
Foreign representation
Acting for governments and companies in jurisdictions where they have no standing presence and cannot afford to get the first move wrong.
The method
Assess. Develop. Implement.
The sequence matters more than it sounds. Most failed interventions skip the first step and pay for it in the third.
01
Assessment
We map the actual decision structure — who signs, who can veto quietly, what each party has to be able to justify afterwards, and where the organization's own capacity is already fractured. This is diagnostic work, and it is deliberately unflattering.
02
Development
We build the path: the sequence of conversations, the terms that can survive on both sides, the concessions worth making early, and the ones to hold. Where infrastructure or local capability is the constraint, we design what has to be built alongside the deal.
03
Implementation
We stay in the room. Agreements fail in execution far more often than in principle, usually because the party who has to deliver was never properly consulted. We hold the process together until the thing is actually operating.
Insights
Notes from the work.
Aug 21, 2026
The decision-maker is usually not in the room
In negotiations with government counterparties, the person across the table is frequently not the person who decides. Mapping the real authority structure is the first thing worth doing.
Aug 12, 2026
Capacity fractures long before it fails
Organizational capacity failure is almost never sudden. It is a gradual fracturing that gets absorbed rather than reported, until one condition changes and the loss becomes visible all at once.
Aug 3, 2026
Working through cultural roadblocks, not around them
The instinct when a foreign counterparty resists is to find a way around the obstacle. That instinct is usually where projects go to stall.
Next step
Tell us what has stopped.
A first conversation is confidential and costs nothing. If the problem is not one we are right for, we will say so and point you somewhere better.