Internationally, Astek does more than just establish a presence: the Group draws on its strong culture of intrapreneurship, which combines autonomy, local development, and the ability to scale up. From the Asia-Pacific region to the Gulf and on to the United States, the approach has remained the same since the Group’s founding: laying a solid foundation, adapting to the market, and balancing customer proximity with service delivery.
Astek, the international player, “on the field”
At Astek, intrapreneurship begins in the field, with concrete responsibilities and a high degree of autonomy, all while being supported by the Group. Building a business abroad isn’t just about opening up a market—it’s also about laying the groundwork, establishing an operational foundation, creating commercial momentum, and building the capacity to endure.
“Astek gave me a chance when I was a ‘fresh graduate’… They assigned me a country, a budget, payroll responsibilities, legal counsel, and my first contracts.” — Angeline Douant, APAC CEO
In the Middle East, the company’s growth has been a step-by-step process: it started in Dubai with no clients or consultants, and has since grown to more than 500 employees. The approach is simple: build, stabilize, then accelerate.
Learn quickly, decide quickly, build for the long term
International operations are based on genuine autonomy, but structured within a clear framework: ambition, priorities, and organization. In APAC, this means managing a multi-country region from Singapore.
“From Singapore, I was given complete autonomy to develop the Asian market.”
In the Middle East, Astek is expanding its regional presence through several offices (Dubai, Riyadh, etc.), reflecting structured and gradual growth.
Adapting the Offering to Local Culture
In the international arena, it is essential to understand the specific characteristics of the market and adapt your offering accordingly. In China, the business environment is more engineering-oriented than purely IT-focused, which requires agility and rapid skill development.
In the Gulf, the focus is on digital transformation in strategic sectors such as fintech, defense, and digital public services. In all cases, solutions are developed through close engagement with local stakeholders.
Adaptation also involves understanding the local culture. For example, in China, certain business practices involve specific norms that one must learn to adapt to.
Business & Delivery: Delivering on the Promise
A successful implementation depends on alignment between business and delivery. Winning opportunities is essential, but executing them sustainably is even more so.
In APAC, the model relies on coordination between business development and delivery, supported by global resources such as SimeLabs.
In the United States, this approach translates into a simple equation: client proximity and standardization, with a multi-zone model (onshore, nearshore, offshore).
“We’re big enough to deliver, and agile enough to stay close to our customers.” — Julien Delval
An international career opportunity
At Astek, working internationally also offers career opportunities for both business and technical professionals, with strong demand particularly in the Middle East.
“Astek focuses on innovation, customer engagement, and talent mobility.” — Sofia Belkadi
What sets Astek apart on the international stage: autonomy, concrete responsibilities, market adaptability, and collective organization. This dynamic is driven by its intrapreneurs in the field.
Thomas SLOUKGI
Communications Officer
