About Rhetica
Operator, not advisor.
Most companies buy international in three pieces. A business development contact to open the market. An agency to run the marketing. A finance person to work out, months later, whether any of it made money. The pieces never talk. The P&L never adds up.
Rhetica is those three jobs in one operator.
$105M+
International revenue generated
100+
International expansions run
60+
Countries launched in
90 days
To profitable launch
Three functions. One P&L owner.
Business development. Distribution, partners, importers, platform relationships, the first real conversations in a market where nobody has heard of you. This is the part agencies do not do, and the part that decides whether there is a business to market to.
Marketing. Localized creative, paid, checkout, lifecycle, and the local proof that makes a foreign brand feel domestic. Not translation. Not a shipping plugin bolted onto a US site.
P&L management. Contribution margin per market, true CAC after duty and returns, cash tied up before payback, and the decision to scale, fix, milk, or exit. Somebody has to own the number. Usually nobody does.
Split those three across three vendors and each one optimizes their slice. The market opens, the ads run, and eleven months later the finance review says international lost money. Everyone is technically right. The P&L is still negative.
Unit economics before expansion. Always.
What the record actually is.
30+ DTC brands personally launched into new markets.
100+ international expansions across B2B, SaaS, trading companies, and media.
$105M+ in international revenue generated across 60+ countries.
Those are launches I ran, not decks I reviewed. The difference matters, because the interesting problems in international are never the ones on the slide. They are the payment method nobody warned you about, the customs classification that quietly eats four points of margin, and the distributor who agrees to everything and ships nothing.
I have been on the wrong side of all three. That is most of what you are paying for.
How I work with founders.
I take a slice of the international P&L and I am measured on it. Base fee plus a share of incremental international revenue. If the market does not produce, the upside does not either.
I will also tell you not to enter a market. That happens more than founders expect. A diagnostic that ends in “not yet, and here is what has to be true first” is worth more than a launch that burns eighteen months of cash proving the same thing slowly.
Built for brands and teams who are doing $5M to $100M+, DTC, B2B SaaS, or B2B hard tech.
Primary corridors: Japan, United States, Middle East.
Aliyan Ahmed, Founder
Aliyan Ahmed is the founder of Rhetica, the international revenue engine for consumer and B2B companies doing $5M to $100M+. He combines three functions most companies buy separately: international business development, marketing, and P&L management. He has personally launched 30+ DTC brands into new markets, run 100+ international expansions across B2B, SaaS, trading, and media, and generated $105M+ in international revenue across 60+ countries. He is based in Tokyo and works in English and Japanese.
Before Rhetica: research at Nikkei, assistant director at NHK International Radio, product lead at an education venture, and associate at RiskTaker working on startup development and fundraising. Two things carried over. Reading a market from primary sources rather than a category report, and working in Japanese at business level, which is why the Japan corridor runs on relationships instead of introductions.
Find out whether your market is worth entering.
Bring a market you are considering, or one that is already losing money. You will get a straight answer on the unit economics either way.
Company details
| 社名 | 株式会社 Rhetica（旧 株式会社ハイテックソリューションズ） |
| 代表者 | アフメド・ハフィズ・アリアン |
| 拠点 | 日本、東京 |
| 設立 | 2007年2月 |
| Tel | +81 90 3426 3296 |
| 事業内容 | 海外進出支援事業、メディア事業 |
| 取引銀行 | 三菱UFJ銀行 |
| 資本金 | 5,000,000 円 |