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International Market Entry and Global Markets

Four continents. Sixteen countries. Hundreds of cities, on the ground, not over email. Entering a new market is where companies burn the most money. I do not just enter a market, I help you choose the right one, then build and run it.

I choose the market, then build it

The most expensive mistake in expansion is entering the wrong market, fast. I start by assessing whether a market is even yours, the pain, the access, the willingness to pay, the competition, and then I build the operation only where it makes sense. Planning and execution, from the same person who answers for the number.

What I do

• Market-entry strategy and a milestone-by-milestone plan
• The right territories, channels and decision-makers
• Lead the negotiations and close the first deals personally
• Build the local presence, direct or through partners

The full operation, not just the sale

• Sales teams: SDRs, AEs and leadership, hired, trained and managed
• Subsidiaries opened when customers or hiring require a local entity
• Tech support and customer service operations stood up and run
• Pricing, positioning and the go-to-market built for the local buyer
• The CRM, pipeline, forecast and accountability behind the number

Done repeatedly, for multiple companies

This is not a one-time story. I have built, hired, trained and managed teams across these markets more than once, for more than one company, on four continents. Different products, different buyers, the same discipline. I also run B2G and complex public-sector deals across the globe.

Regions

Countries