Bridging the Atlantic.

Dir. of Transatlantic Business,
Clark Hill

Partner,
Amesto Global

Ger Holliday: After nearly a decade at the US Embassy in Dublin, you developed a clear perspective on how companies grow internationally and the support they need early on. Now at Clark Hill, you are working more closely with companies as they scale across borders.

What led you to make that move, and how has your approach to supporting companies evolved since transitioning into the corporate services and advisory space?

Conor Kenny: I was very fortunate to work with such fantastic colleagues and companies on both sides of the Atlantic during my time at the Embassy, but my ambition was always to move back into the private sector. Clark Hill provided the perfect platform to do so as I was keen to continue supporting European companies across the United States, as well as U.S. companies in Europe.

In my current role, I am gaining a whole new and broader perspective on risk management and business strategies for companies on an international growth trajectory. One area I did not get much exposure to was transatlantic M&A deals whilst in the public sector and now at Clark Hill, we are currently working with several companies in this space.

I’m really enjoying the move, being more hands-on with clients, helping build long-term strategies and putting the right support teams together to provide that support and enable success. We stay with our clients throughout their journey, which is incredibly rewarding.

Ger Holliday: That’s something we really resonate with at Amesto Global as well. Some of the most impactful work tends to start early, when we can grow alongside our clients from the ground up.

From your own experience across both the public and private sectors, what do you find most rewarding about helping companies scale internationally?

Conor Kenny: I’ve always had a keen interest in how Ireland has become such an important global market for a country of just over 5 million people on the periphery of Europe. This was a big driver to studying International Business at university and has shaped my career to date.

By far the most rewarding aspect has been in the relationships that I’ve built with clients, colleagues and partner organizations around the world. I value these relationships above anything else.

Whether you’re working in the public or private sector, you must build trust with companies, and I do hope that my clients can see a genuine willingness to help when they talk to me. These personal connections make it even more rewarding when you see a client achieve a goal that they have set out to achieve.  

Ger Holliday: Working with companies at different stages of growth, one pattern we have noticed is how varied the timing of international expansion can be. For some, it is a strategic priority from day one. For others, it only comes once they have built a strong foothold in their home market.

Based on the companies you are working with now, are you seeing more early-stage businesses take that leap sooner, or are companies waiting until they’re more established to internationalize?

Conor Kenny: Irish companies continue to look at the U.S. market at an early stage. Given the relatively small size of the domestic market here in Ireland, companies often need to look to internationalize to grow. Entering new international markets whilst remaining relatively small allows companies to be much more agile when presented with the challenges of doing business in a new geography. I feel that this is a key driver as to why Irish companies do so well globally. 

If we look at the bigger economies like the United States, France, Germany or the UK, very often we see companies focus on growth in the domestic market before looking to internationalize at a more mature stage.

Ger Holliday: As companies are exploring new markets, we often see assumptions shape their early approach – sometimes helping, something holding them back.

Now that you are in a position where you can advise US companies looking at Europe as well, what stands out to you about those conversations? Are there any common misconceptions you see on either side of the Atlantic?

Conor Kenny: Very often, when I speak with European companies looking to enter the United States, they perceive the U.S. to be a complex market when it comes to legal and regulatory compliance. Now that I’m engaging with U.S. companies entering Europe, it is evident that the European market is far more complex and fragmented than the United States. One thing that really stands out to me from my conversations with U.S. companies, is just how attractive a market Ireland remains to be for businesses looking to enter Europe.  

I would say that the most common misconception of the U.S. amongst companies whom I deal with is that it is one harmonized market. Although the U.S. market can be viewed as “one”, individual states operate with varying degrees of autonomy, creating unique economic landscapes. Each state presents its own unique opportunities and companies should always be conscious of this. 

When it comes to Ireland, the most common misconception is that businesses purely set up in Ireland for tax reasons. Although favorable tax rates have been a key component to attracting FDI into Ireland, it is only one benefit of many that includes access to some of the best talent in the EU, access to EU market, and a pro-business ecosystem that fosters innovation.

Ger Holliday: We have both seen firsthand how much work goes into making international expansion successful and how easy it can be to overlook key details early on. Whether it’s scaling too fast or underestimating local market differences, the right preparation and partners make all the difference.

In your opinion, what do you see as the key ingredients for a successful international expansion, particularly when entering large and complex markets like the US or the EU?

Conor Kenny: Elements essential for success include good market research; the support of informed, joined-up, local advisors; and an understanding of the incentives and barriers to expansion.  

Companies who have been successful in internationalizing their businesses conduct substantive market research before entering a new geography. The EU and U.S. markets are both large and diverse by their very nature. Research allows companies to segment the market and focus on the most relevant regions or industry sectors. It’s challenging to enter the EU or U.S. with the aim of servicing the entire market at once. Look at California for example, it is the 4th largest economy in the world in its own right, Texas is the 9th largest, New York is the 11th, and Florida is the 19th. By initially focusing on one state and growing from there, companies entering the U.S. market can significantly, and successfully, scale their businesses. 

It is critical to tap into support networks on both sides of the Atlantic. There are many agencies and organizations that support and help scaling companies. In Ireland for example, these include the U.S. Embassy, Enterprise Ireland, the IDA, the American Chamber of Commerce, and others. In the United States, support is available from the U.S. Department of Commerce through SelectUSA, local Embassies and consulates across the country, as well as state and local economic development organizations.  

I’ve seen many companies in the past trying to service U.S. clients from their Irish offices. This can bring significant additional challenges. If you ask any company that has been truly successful in the United States, they will signal that relocating staff to set up the operation and hiring boots on the ground has been a critical component to their success. Although we speak the same language, the cultural environment can be very different. It’s important to position your offering to the local audience and end consumer. Pricing is another key point that can vary greatly between both markets.

Ger Holliday: The last few years have made it clear how quickly global conditions can change. From our side, we have noticed that companies are more prepared to handle volatility, but they are also much more deliberate when it comes to timing and market entry.

From where you sit, how would you describe the current temperature in 2025 towards international expansion from both your clients and within your wider network?

Conor Kenny: Although 2025 has been an uncertain and complex year to date, businesses have become very used to managing volatility. Look at Brexit and the Covid-19 pandemic as recent examples of this. I would say that Irish companies are cautiously optimistic about the U.S. market and that the fundamentals of why Ireland is such an attractive gateway to Europe remain the same.  

At the end of the day, access to the market is the primary driver behind these companies’ investment decisions, and that remains constant. Choosing to enter the U.S. market gives companies access to over 340 million consumers and the largest economy in the world. Similarly, entering the EU market allows companies access to over 450 million consumers in the single market. 

Ger Holliday: Something we emphasize a lot is that international growth is not something you can (or should) navigate alone. The companies that succeed are usually the ones that build the right team around them early on. That does not just mean technical expertise. It means advisors who are aligned, communicative and invested in the long-term journey.

From your perspective, how does having the right advisory team in place change the experience for a company going through cross-border expansion?

Conor Kenny: In my experience, this is a game-changer. In my previous role, I saw first-hand how important it is to have the right advisory team in place for companies expanding into the United States. There are a few key trends that are followed by the businesses who have built the strongest advisory and support networks. These include finding advisors who can support the majority of your needs within one team; working with advisors who have a presence in your local market; and ensuring that these advisors have a proven track record of helping similar companies grow in international markets.  

There is real benefit to engaging advisors who have the ability to service multidisciplinary needs, particularly where that service can be provided “under one roof”. Let’s take legal advice for example, which is obviously essential.  Where companies try to juggle relationships with 3, 4 or 5 separate firms to address their needs in different countries, with different laws and regulations – whether it be corporate, immigration, employment or IP advice, this can result in inefficient and disconnected support, limited unified strategy, and ultimately a lot more effort involved for the company.

It’s been very rewarding to be in a position in my role with Clark Hill, to help alleviate the complexity for our clients by working to put these multi-disciplinary, cross-geography teams in place. We can not only reduce the complexity of managing legal support teams but also provide a more seamless and responsive “one team” service, and, very often, reduce the associated cost. I feel that this is one of the key reasons our clients choose to work with us on both sides of the Atlantic. 

Following on from this, I’d always encourage European companies to look to work with advisors who have an on the ground presence in Europe and/or experience of supporting other European companies in the United States. I’ve heard horror stories of companies engaging advisory firms in the U.S. who have no prior experience or connection to Europe. Lack of first-hand experience in a different legal environment can be limiting and result in very high legal costs to the client. Companies need informed advisors with a proven track record. 

Finally, any client will tell you that the best advisors are the ones who genuinely care. Those advisors will always go above and beyond and will consistently deliver.  That’s the sort of team I want to be part of.  During my time at the Embassy, and now in my new role here at Clark Hill, it is incredibly rewarding to be part of that sort of team where the number one priority is to provide business-focused support to enable maximum success for our clients, whatever their expansion vision.

Ger Holliday: Beyond legal and regulatory support, one of the biggest value-adds is when advisors can help open the right doors in unfamiliar markets. Having someone who knows the landscape can change the entire expansion journey.

How do you see your role when it comes to building those networks and acting as a connector for your clients?

Conor Kenny:  I think that my most valuable asset is the ability to make connections for clients on both sides of the Atlantic. Entering a new market can be daunting. It is vital for companies to develop support networks that can help identify opportunities, overcome challenges and ultimately be successful. It can take a long time for companies to develop these networks. This is where I can support, whether it’s through colleagues at Clark Hill, or through our combined broad network of business organizations and government departments across the U.S., or similar contacts here in Ireland. I enjoy helping build out a support team to help their transatlantic growth aspirations. 

I’ve learnt that very often the most valuable connections happen at a peer-to-peer level, so we frequently connect clients to one another. There is no substitute for real life experience so connecting companies who may be at a more advanced stage in their international growth strategy with businesses who may just be starting theirs is always of real value. During my time at the Embassy, I saw firsthand how generous Irish executives can be when it comes to mentoring other Irish companies. Having worked with colleagues from around the world, I can safely say that this does not happen to the same extent in other international markets.

Ger Holliday: To close us out, what is next for you at Clark Hill, and how do you see your impact continuing to grow across the Atlantic?

Conor Kenny: Good question! We are continuing to focus on bringing value to companies and partners on both sides of the Atlantic by ensuring that our offer best meets the needs of our clients. It’s an exciting time for the firm as we partner with businesses with international growth aspirations. 

At Amesto Global, we believe that international growth is never a one-size-fits-all journey. It requires careful planning, the right partners and a willingness to adapt across borders. Conversations like this one with Conor reinforce just how much value comes from having advisors who not only understand the mechanics of expansion, but who are genuinely invested in the success of the companies they support. As we continue to collaborate with Clark Hill and other trusted partners, we remain committed to helping businesses scale with confidence, on both sides of the Atlantic and beyond.