01
Market Entry and Country Expansion
Opening a new country is where growing technology companies lose money fastest. We have opened and scaled markets across different continents and know what determines the outcome in the first four quarters.
The usual approach is to hire a country manager, hand them a target, and wait. Eighteen months later the pipeline is thin, the first reference customer never landed, and nobody can say whether the market was wrong or the execution was. We build the entry plan around what actually decides it: the entry sequence, the first ten target accounts, the partner-versus-direct decision, local pricing and contracting realities, and the size of the team the market genuinely supports in year one. We help recruit the leadership and stay through the quarters when the model is still being proven.
02
Sales Plan and Team Design
Most sales organizations are structured by inheritance — last year’s territories, quotas set by division, compensation that rewards the wrong behavior. We build the coverage model, territories, quotas, and capacity plan the strategy actually requires.
The cost of an inherited structure is invisible until it is severe: unworked whitespace on one side, a small group of overloaded sellers carrying the company on the other, and attrition among exactly the people you cannot afford to lose. We design segmentation and coverage, roles and specialization, territory and account assignment, quota setting that holds up to scrutiny in the field, capacity and headcount sizing, ramp assumptions, and compensation aligned to what the plan needs. Built against real market potential rather than last year’s map, and defensible to the team that has to carry it.
03
Pipeline
Pipeline problems are almost never volume problems. We rebuild what the pipeline is made of, the motions that feed it, and the weekly cadence that tells you in month one what the quarter will look like in month three.
Most pipeline gaps are treated with more activity when the real issue is composition — built in the wrong segments, sourced from the wrong motions, and inspected against a coverage ratio nobody validated for this business. We define the segments worth the investment and the value proposition that wins in each, establish the coverage ratio your own conversion data supports, and rebuild demand generation across marketing, inside sales, field, and partners. Then we install the operating cadence: what gets inspected weekly, what the forecast categories actually mean, and how deal reviews are run so they change outcomes rather than report them.
04
Partner and Channel Ecosystem
For most technology companies, partners are the difference between covering a market and covering a city. We design the economics, rules of engagement, and governance that make an ecosystem produce after the launch enthusiasm fades.
Partner programs consume enormous management attention and return disappointing revenue when the economics are not designed deliberately. Partners get recruited for logo value rather than route to market, rules of engagement stay ambiguous, and the direct team ends up competing with the channel it was supposed to leverage. We design the model around the segments and geographies where partners genuinely outperform direct coverage, define economics that make the relationship worth a partner’s own investment, and build the recruitment, enablement, and governance behind it. In Latin America this is often the fastest and least expensive route into a market, and the one most often built badly.
05
Winning Large Enterprise and Government Deals
Large deals are lost on process far more often than on product. We work the specific deals — qualification, the executive map, commercial structure, and the negotiation.
Large deals involve procurement, legal, security, finance, and an executive sponsor with a competing agenda. A team that is effective at mid-market usually has no architecture for an eight-figure transaction or a public sector tender. We work qualification against real decision criteria, the executive relationship map, commercial structure, negotiation strategy, and the internal approval path — including how the buyer on the other side of the table evaluates a proposal, because that is the other half of our practice.
