THE SITUATION
Context
A European technology services provider sought to establish and scale a North American presence around cloud and IT services.
SELECTED EXECUTIVE EXPERIENCE · European mid-market IT services & cloud provider
North America Market Entry & Growth
Market entry works when positioning, partnerships, capital and capability are treated as one growth system.
THE STRATEGIC CHALLENGE
What had to change
Leadership needed to translate existing strengths into a differentiated local proposition while building channels, evaluating acquisition options and supporting the capital required for expansion.
MY ROLE
Senior involvement
Led North American market-entry and channel-development work and supported executive growth, investor-roadshow and acquisition-diligence activity.
THE APPROACH
From decision to execution
- Mapped market opportunities and sharpened North American positioning.
- Expanded channel relationships with major technology partners.
- Supported investor-facing growth strategy and capital-market activity.
- Participated in acquisition interviews and diligence supporting U.S. expansion.
EVIDENCE & RESULTS
Business impact
- Approximately 300% North American revenue growth in 18 months
- Investor-roadshow work during a period in which the company completed a €54.6M capital increase
- Acquisition work supporting the purchase and integration of a U.S. technology partner
- Expansion during a period in which the company scaled toward €1B in revenue
WHAT LEADERS CAN TAKE FROM THIS
Strategic lessons
- Market entry is a sequencing decision, not only a market-selection decision.
- Partnerships and inorganic capability can accelerate a right to win.
- Commercial strategy and capital strategy should reinforce each other.