For UK firms weighing their next phase of growth, the US remains one of the most compelling markets in the world. Myrna Reijnders, Market Leader for the Americas at CSC, shares her insights on why the US is still seen as a growth market in the UK, despite increasing complexity.
CSC’s latest US market entry research, based on a global survey of 300 C-level executives, including 60 UK-headquartered respondents, found that among UK respondents almost half (48%) plan to establish a US entity within the next 12 months. At the same time, nearly four in 10 (38%) already have an operating entity or physical presence there. This clearly signals the US is an active strategic priority for many British businesses.
The research reveals several key nuances as well. Among British companies that want to enter the US, many aren’t truly prepared for what it entails. Many UK-based companies still view the US as a single market with a uniform rulebook. In reality, it’s a patchwork of federal, state, and even local requirements—each with material implications for tax, employment, reporting, licensing, and governance.
The opportunity is huge, but so is the operational complexity behind it. For UK firms, entry into the US market is rarely driven by a single factor. Strategic positioning, including brand visibility, partnerships, and mergers and acquisitions (M&A), are among the leading drivers, cited by 60% of respondents. The same proportion also cite mitigating tariff and trade-related risks. Access to US capital markets and investors follows at 55%, while 48% point to supply chain or manufacturing efficiency.
The findings suggest British businesses aren’t simply chasing revenue. They’re also focused on resilience, capital access, efficiency, and long-term growth. Recent US political developments, particularly around tariffs for selected imports, are already shaping UK firms’ thinking. Sixty seven percent of UK respondents say these changes have been a significant factor in considering a US base. More broadly, about 87% report political and policy uncertainty is influencing their expansion plans to at least a moderate degree, with 27% calling it a major factor, and 60% citing it among several considerations. Rather than deterring expansion, it’s prompting a more deliberate assessment of the strategic value of establishing a presence within the US market.
But strategic rationale only goes so far. The tougher question is whether firms are operationally ready.
Among UK respondents, 85% expect federal and state tax reporting to be the greatest burden of operating in the US Employment and labour compliance follows at 77%, alongside ongoing entity governance at 72% and licensing and permits at 67%. These aren’t marginal concerns; they’re central to whether a business can establish itself efficiently and stay compliant once operations are underway.
Perhaps most revealing is what UK firms admit they underestimate. For almost six in 10 (58%), the biggest surprise, and challenge, is navigating the divide between federal- and state-level rules. That should serve as a warning to any business still viewing US entry as a straightforward incorporation exercise.
Entering the US isn’t just about choosing a location and setting up an entity. It requires a clear understanding of how structure, geography, tax, and operations intersect once the business is up and running. The choice of where to set up illustrates the point. Among UK respondents, New York is the leading destination for incorporation or expansion (67%), followed by Florida (55%) and California (49%). These preferences reflect clear commercial logic.
New York offers a natural gateway to investors, financial networks, and strategic partnerships. Florida combines geographic reach with business appeal and can be especially attractive for private capital firms, family offices, and businesses focused on high-net-worth individuals, not least because of its tax environment. California remains a magnet for companies tied to technology, innovation, and high-growth sectors. But selecting a state isn’t a branding exercise. It carries real outcomes for reporting, payroll, tax exposure, legal flexibility, and how easily a business can scale.
That makes early planning critical. The UK data shows many firms are still at a formative stage. Forty one percent are in the planning phase of US entry, and another 42% are in structuring. Only 8% are actively incorporating, with a further 8% focused on maintaining or expanding existing US operations. In other words, most are still making foundational decisions. Get them right, and they create momentum. Get them wrong, and they could introduce friction and cost long before the US strategy starts to deliver.
That also helps explain why working with the right partner is moving up the agenda. Sixty seven percent of UK respondents say they are very likely to outsource US compliance, governance, or administrative functions, with a further 13% already doing so. This reflects a growing recognition that US market entry doesn’t sit neatly within a single function. Legal, tax, compliance, HR, and operations all intersect, and businesses increasingly value integrated support.
For UK firms, the message is clear: The US remains a highly attractive growth market, and the appetite to expand is real. But ambition alone isn’t enough. The businesses most likely to succeed will be those that recognise US market entry for what it is: not a single decision, but a sequence of structural, regulatory, and operational choices that must align from the outset. The opportunity is there, and those that prepare properly will be best placed to turn it into sustained growth.
Myrna Reijnders
Myrna Reijnders is Market Leader for the Americas at CSC. She helps private capital firms and multinational organisations with their global business administration and compliance needs. Myrna focuses on US inbound and outbound corporate services and guides clients through the incorporation and ongoing management of their global legal entities. Since joining CSC in 2014, Myrna has held senior management roles in sales and operations in both New York City and Amsterdam, giving her broad experience across industries and jurisdictions.
Myrna is a member of 100 Women in Finance. She serves as a patron for the SEO Leadership Institute in New York City. She attended the University of California, Berkeley (School of Law), and Vrije Universiteit in Amsterdam, where she earned cum laude LL.M and LL.B law degrees. Myrna lives in Jersey City, New Jersey, with her spouse and three sons.
