Practice Areas
U.S. National Security Market Entry
Entering or expanding in the U.S. defense and intelligence markets requires more than promising technology or a corporate presence. Companies must understand government missions and customers, select an appropriate market-entry strategy, and navigate applicable procurement, legal, security, and operational requirements.
The Thesis
Premier legal counsel provides the regulatory framework. Successful market entry requires translating that framework into a working American business that government customers trust.
77 Meridian advises international defense companies and domestic innovators with emerging and dual-use technologies seeking to enter or expand in the U.S. defense and intelligence markets.
The practice has two halves. Daniel (DJ) Rosenthal leads the legal, regulatory, and CFIUS work: foreign investment review, export controls, and the national security framework the U.S. business must operate within. Melchior Baltazar, Senior Advisor and Head of U.S. National Security Market Entry, leads the operating side: structure, governance under FOCI mitigation, classified operations, DCSA engagement, and the route to the customer, drawing on his experience as CEO and Special Security Agreement board chairman of a cleared U.S. subsidiary. Client engagements are handled directly by 77 Meridian's principals and senior professionals, bringing firsthand government, legal, executive, and operational experience to each matter.
Melchior Baltazar, Senior Advisor | Head of U.S. National Security Market Entry · mb@77meridian.com · (202) 660-0077
The Market Entry Sequence
Seven steps, in the right order
The sequence is adaptable rather than mandatory; not every company requires every step.
Do not design the corporate structure in isolation from the market you intend to serve.
Confirm the opportunity and mission fit
Define the priority U.S. mission problem the technology solves and the real customer: DoD, the Intelligence Community, a prime, or a partner. Market entry may involve direct exports or sales, U.S. distributors, prime-contractor teaming, strategic partnerships, subsidiaries, acquisitions, or joint ventures.
Design the U.S. structure and leadership
Entity, capitalization, board, and decision rights built for the business strategy, not just incorporation. Establishing a U.S. subsidiary is not always necessary.
Address foreign ownership and national security requirements early
Map CFIUS, export control, FOCI, and industrial security exposure before transactions become hard to unwind.
Build the compliance and operating foundation
Contracting, accounting, cybersecurity, and IP processes that satisfy government customers and diligence, along with government contracting readiness: FAR/DFARS, applicable domestic sourcing requirements, and procurement eligibility.
Prepare for classified operations
Facility clearance sponsorship, personnel security, and DCSA engagement planned as an operating model, not an afterthought. Facility clearances and FOCI mitigation are not automatically required; they apply where the entry strategy and the customer demand them.
Build the route to the customer
Program offices, primes, integrators, and contracting channels, supported by U.S.-credible messaging and partnerships.
Scale with discipline
Growth that preserves the governance, security, and customer trust built during entry.
The Regulatory Landscape
Analyzed together, solved together
These regimes are handled alongside the firm's legal practice, not handed off.
CFIUS
Foreign investment review, including mandatory declarations.
Export controls
ITAR and EAR classification, deemed exports, and technology control plans.
Cybersecurity and CMMC
CMMC and CUI architecture. Design the U.S. environment now, not as a later certification exercise.
Industrial security, DCSA, and FOCI
Facility clearances, foreign ownership mitigation, governance, and security requirements for classified U.S. government work.
Where Market Entry Fails
Four common mistakes
Treating formation as the strategy
A certificate of incorporation answers none of the control, tax, IP, or security questions.
Copying the international parent's operating model
Shared IT, HR, and engineering create export control and FOCI problems.
Assuming a U.S. subsidiary eliminates foreign ownership issues
FOCI analysis looks through the U.S. entity.
Pursuing classified work without a sponsorship path
A company generally needs a legitimate government contracting requirement and a sponsorship pathway before it can obtain a facility clearance.
How We Help
Engagement models
The firm integrates legal counsel, national security advisory, and, where appropriate, specialist outside counsel.
Entry assessment
Market fit, ownership, governance, security readiness, and route to customers.
Integrated roadmap
Legal, regulatory, operational, and commercial workstreams sequenced with clear decisions.
Executive and board advisory
DCSA engagement, classified governance, partnerships, investment, and growth.
Execution support
Coordinating management, specialized counsel, investors, government stakeholders, and industry partners.
When to Call
- Establishing or expanding a U.S. subsidiary
- Implementing governance under an SSA or other FOCI mitigation
- Preparing leadership and boards for DCSA oversight
- Evaluating acquisitions, investments, or partnerships with national security considerations
- Transitioning from commercial markets into the defense sector
Go Deeper
The full brochure covers each step of the sequence, FOCI mitigation structures, routes to the customer, and where market entry most often fails.
Get in Touch
Discuss your matter with a principal.
Initial conversations are confidential and carry no obligation. Reach Melchior Baltazar directly at mb@77meridian.com, or call the office at (202) 660-0077.