I work with the following type of company. If it sounds like yours, we should talk.
The companies I partner with have a clear Ideal Customer Profile (ICP) and have found product-market fit (PMF) in their home market. They have paying customers, a commercial model that works, and founders or executives who understand that entering a new market is not just a translation exercise. They are ready to move, but they don’t have the local knowledge, the network or the GTM playbook to do it without wasting six months and a significant budget.
I also work with companies that have generated significant revenue but are not yet sure how they got there. They have closed deals, sometimes large ones, but the model is not documented, not repeatable and not ready to scale. That gap is solvable, and it is often where the most interesting work happens.
Geographically, I focus on Southern Europe and LATAM. These are markets I know from the inside, having built and run commercial operations there for over 15 years.
This is probably not for you if you are in a very early stage, still defining your ICP and searching for PMF, or if you are looking for someone to execute a strategy that someone else has already defined.
Why market entry is harder than most companies expect
Entering a new market touches more than marketing. The companies that struggle are usually the ones that underestimate the surface area of the problem.
Legal and fiscal structures vary significantly across markets and affect how you price, contract and invoice. Cultural differences shape how buyers make decisions, which messages resonate and which channels actually work. Language is not just translation: tone, register and framing need to be rebuilt from scratch for each market. Payment methods and fraud patterns differ. Exchange rate exposure affects unit economics in ways that are easy to ignore until they become a real problem. Competitive dynamics are often completely different from the home market, with local players that don’t appear on any global radar. And market maturity varies: a category that is well understood in Northern Europe may require heavy education investment in Spain or Mexico before a single deal closes.
None of this is insurmountable, but it needs to be mapped, prioritized and sequenced correctly before you spend a euro on acquisition.
What you get
I build the GTM playbook and stay involved in the execution, not just a deck and a handover. Depending on the engagement, that includes market and competitor analysis, ICP definition for the new market, positioning and messaging adaptation, channel strategy and budget allocation, agency and partner selection, and performance tracking.
I work integrated into your existing team, not alongside it. And when the engagement requires building local capacity, I help identify and evaluate the right profiles so that what we build together does not depend on me being there indefinitely.
The format is a monthly retainer, scoped to your specific situation.
How I work
I am not in the business of selling pharaonic expansion plans. The companies I have seen fail at market entry were usually the ones that tried to replicate their entire home market operation in a new geography before validating a single assumption.
My approach is the opposite. We start with a focused test: a defined budget, a clear hypothesis and a short timeline to validate it. If it works, we scale it. If it needs adjustment, we pivot before the cost becomes significant. Every decision is grounded in data, not in optimism about how the new market will respond.
How it works
Discovery call. 30 minutes to understand where you are, where you want to go, and whether there is a real fit. No pitch, no deck.
Proposal. If there is a fit, I send a scoped proposal within a few days. It covers objectives, scope, timeline and commercial terms.
Engagement. Typically we start with a 90-day initial sprint focused on the market entry foundations, followed by ongoing execution support.
Let’s talk
If this sounds like the right conversation, send me a message with a brief description of your company and the market you want to enter.