This case was developed as a teaching note for Master’s-level management students enrolled in elective courses on Marketing, Management, or International Business Development. It presents an in-depth analysis of the internationalization journey of a construction company and the strategic challenges encountered by its CEO. The case offers a compelling illustration of how non-linear internationalization can be applied within the construction sector and in developing economies - contexts often marked by shifts in the degree of international engagement, including partial or complete exits from foreign markets and subsequent re-entries. The CEO's decision to implement a reversible, lean framework for internationalization enabled the company to respond dynamically to evolving market conditions and seize emerging opportunities. This highlights the critical role of flexibility and adaptability in shaping internationalization strategies, particularly in the highly volatile construction industry.

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