Execution and Measuring Success in the US Market for European Software or SaaS Companies

Execution and Measuring Success in the US Market for European Software or SaaS Companies

by | Aug 20, 2024 | Blog, US Country Leader

Execution and Measuring Success in the US Market for European Software or SaaS Companies

Authored By Eric Walczykowski​

Eric W

A successful US market entry depends on seamless execution from strategy to tactics.

The leader must ensure the following steps are meticulously planned and executed:

1. Strategize

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Develop a Market Entry Plan

Craft a detailed plan vetted by the executive leadership team (ELT), board, and private equity sponsor to ensure alignment at the top.

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Set Achievable Goals

Clearly define what success looks like and set realistic, attainable goals.

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Align Resources

Ensure the necessary resources are in place to achieve these goals. A common mistake is underestimating the resources required to penetrate the market.

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Communicate the Plan

Share the plan with the team executing it and other company stakeholders to garner support and ensure everyone is on the same page.

2. Execute Tactically

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Develop Core Processes

Establish processes that support the achievement of key performance indicators (KPIs).

$

Localize Marketing Campaigns

Implement targeted marketing campaigns that resonate with the US audience.

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Sales Initiatives

Drive sales through strategic initiatives tailored to the US market.

$

Customer Engagement Programs

Foster strong relationships with customers through engagement programs designed to meet their needs and expectations.

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Measure Results Frequently

Regularly measure results and make course corrections as necessary to stay on track.

Building a Cohesive Team and Maintaining HQ Connections

The country leader’s role includes building a cohesive US team and ensuring strong connections with HQ to maintain alignment and leverage support.

1. Team Development

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Hire to Values

Recruit individuals who align with the company’s culture and values.

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Assess Capabilities

Ensure team members have a proven track record of success in the roles they are hired for.

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Reinforce Values

Keep company culture and values front of mind and support meaningful interactions to reinforce these values.

2. HQ Integration

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Use Technology

Utilize tools like Zoom to maintain regular communication.

$

Regular Travel

Travel frequently to build alignment and rapport with HQ.

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Checkpoints with Key Stakeholders

Set up regular checkpoints with key HQ stakeholders to keep them informed and solicit their help.

Performance Assessment and Strategic Adjustments

Regular performance assessments are crucial to measure success and make necessary adjustments. Key metrics include:

1. Sales Growth

$

Monitor Revenue and Market Share

Keep track of sales growth and market penetration specifically in the region.

$

Track Key Activities

In addition to sales and bookings, monitor key activities that drive sales as early indicators to provide feedback on strategy. Be sure to evaluate these activities in the context of the US. Activities may have different levels of effectiveness in different regions.

2. Customer Satisfaction

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Win and Loss Calls

Conduct win and loss calls to gather feedback from early customers and to gain a better understanding of competitive dynamics in the US.

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Stay Close to Early Customers

Ensure they are satisfied and become net promoters.

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Multi-Year Strategy

Design a strategy that focuses on getting the offering right in the early years and optimizing for the US as the most effective elements emerge.

3. Operational Efficiency

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Evaluate Local Operations

Assess the efficiency of US operations and support mechanisms regularly.

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Adjust as Needed

Make necessary adjustments to improve operational efficiency and align with strategic goals for the region and the company overall.

By focusing on the selection and development of the right US country leader, European private equity firms can significantly enhance their chances of successfully scaling software companies in the US market. This leader’s ability to integrate strategic vision, operational expertise, and cultural adaptability will be the cornerstone of a thriving US presence.

Developing and executing a market entry plan that has been vetted and aligned with top stakeholders ensures clarity and support. Communicating the plan effectively and aligning resources are critical to avoiding common pitfalls. Tactical execution and continuous measurement allow for real-time adjustments that reflect the learnings and experience on the ground in the US, leading to sustainable growth.

Stay tuned for more insights on how to continue evolving and optimizing your US market strategy to ensure long-term success.

Partnering with Bespoke Partners for Leadership Success

Bespoke Partners stands out as the premier firm focused exclusively on executive recruiting and leadership advisory services for software and SaaS companies in the United States. Here’s why Bespoke Partners is the ideal choice for finding the right country leader:

  • Proven Track Record: Bespoke-placed executives have led their companies through exits and more than 425 acquisitions, totaling over $135 billion in value.
  • Extensive Network: The firm has successfully recruited over 1,000 top-performing leaders into private equity portfolio companies, including CEOs, CFOs, CROs, CMOs, CPOs, CTOs, CIOs, CHROs, Board Members, Operating Partners, Vice Presidents, and more.
  • Specialized Expertise: Bespoke Partners has conducted over 25 country manager searches specifically for private equity firms, demonstrating deep understanding of the unique challenges and opportunities in scaling businesses internationally.
  • Efficiency and Success Rate: Utilizing a unique, data-driven methodology, Bespoke completes searches in typically half the industry average time with a 95% placement success rate. Their process identifies leaders who will drive growth and minimize the risk of C-suite mis-hiring.
Learn More at Bespoke Partners

Bespoke Partners Named in Top 10 of the “Top 49 Retained Executive Search” 2-Years Running by C-Suite CV Secure.

top 49 search firms 2 years in a row - bespoke partners

More Posts in This Series

Execution and Measuring Success in the US Market for European Software or SaaS Companies

By focusing on the selection and development of the right US country leader, European private equity firms can significantly enhance their chances of successfully scaling software companies in the US market. This leader’s ability to integrate strategic vision, operational expertise, and cultural adaptability will be the cornerstone of a thriving US presence.
Read More

Building a Holistic US Market Entry Strategy with the Right Leader for Your European Software or SaaS Company

This week, we delve into the critical components of a comprehensive go-to-market (GTM) plan and the balance between leveraging HQ resources and developing local capabilities.

Read More

General Manager vs. Sales Leader: Who Should Lead the Charge in the New Growth Region?

When European software and SaaS companies scale to the US market, many firms default to appointing a sales leader due to the emphasis on go-to-market (GTM) strategies. However, this approach can be flawed if the leader lacks the broader operational skillsets required to build a sustainable presence in the US.

Read More

The Crucial Role of Leadership in Scaling European Software Companies to the US

Scaling a European software or SaaS company to the US market is a complex endeavor, and selecting the right country leader is pivotal to success.
This is part 1 of a series of postings on the strategic considerations and best practices for choosing a leader who can navigate the challenges and capitalize on the opportunities in the US market. We have successfully recruited US leaders for software and SaaS companies based in Europe and we specialize in private equity sponsored companies executing on this growth strategy.

Read More
Eric W

Author:
Eric Walczykowski
Chief Executive Officer

Eric is passionate about building high-performing teams that value doing their best, working together, overcoming adversity and learning.

As a proven growth executive, Eric has served as CEO, President, Board Member, Investor and Advisor for technology companies that achieved over $4.5B in successful exits.

Eric brings to Bespoke Partners significant professional services experience from Deloitte and Andersen, as well as the high-growth client executive perspective for private equity-backed technology companies.

Eric earned an MBA from the Kellogg School of Management at Northwestern University and a BS in Business from Fresno State University.

Outside of work, Eric enjoys spending time with family, coaching baseball, travel, attending live events and sipping good wine.

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Navigating the Talent Gap in Go-to-Market Strategies: Insights from Industry Leaders

Navigating the Talent Gap in Go-to-Market Strategies: Insights from Industry Leaders

by | Aug 15, 2024 | Blog

Navigating the Talent Gap in Go-to-Market Strategies: Insights from Industry Leaders

Authored By Eric Walczykowski​

Eric W

While 87 percent of CEOs agree that having the right people with key go-to-market skills is crucial to their success, only 46 percent think they have it right. Those are the findings from recent research conducted by SBI, a go-to-market (GTM) growth advisory firm.   

I recently had the privilege of interviewing SBI’s CEO Mike Hoffman on the topic of an emerging gap between GTM talent and growth strategies for PE backed portfolio companies. The insights shared by Mike highlight the impact of GTM talent on a company’s ability to grow, create value and eventually exit.

Below is a summarized Q&A of my conversation with Mike.

Eric: Talk to me about the gap between GTM strategy and go-to-market talent?

Mike: If you look at the greatest growth strategy in the world tied to the greatest go-to-market operating model that you could ever have, but wrap it around bad talent, you will not get the juice from the squeeze. CEOs feel like our go-to-market talent is massively important to our growth success and our value creation success. And if you just read into it, about half of the CEOs will say, “I’m not really comfortable that we have the right go-to-market team on the ground.” You know, ramifications for that are they feel like it’s a bit of a black box. The CEOs who are the most confident in their go-to-market talent are the people who have the highest level of confidence in their CRO and their CMO.

Tailored Talent - SBI Mike Hoffman

You can see the full interview with Mike in our Tailored Talent vodcast series, here.

Watch the Full Interview

Eric: That really underscores the work that we do here at Bespoke Partners, scorecarding that CRO or CMO role, is so important. Both of us are CEOs and if we have faith and confidence in our key leaders, that’s going to flow down throughout the organization. Talk to me about getting the role design right for CROs and CMOs in an organization and how it impacts exit.

Mike:

We first need to focus on alignment … alignment between the investors and the management team, and alignment within the management team. From there it is knowing your growth model, and the different levers you’re going to pull. When investing in growth it’s either market expansion or new product introduction. Lever two is about go-to-market optimization, so pricing and retention. When you pick your CMO or your CRO, the key to picking the right person is understanding what the role of growth in driving value creation is.

talent gap

Eric: How do you feel about go-to-market being a primary value creation lever and aligning board composition around that on the board of directors and its influence?

Mike:

In private equity, you can make money without growth, but you probably have to be buying assets at six times EBITDA. But from a standpoint of having a person on the board that, one, understands it, two, can help the management team and specifically the go-to-market team, think differently about how they get to the outcomes that they’re looking for, and three, be an advocate on the board for the investors.

The data does suggest that if you have a growth plan, your plan will be wrong. So below are the three things you need to think about:

  1. Constant reassessment, is the current plan the right plan?
  2. Have multiple plans. If you only have one plan, your growth plan is wrong. If you have five plans, you are closer to right.
  3. Planning for capacity that can take advantage of market dynamics. Set yourself up to grow when the opportunity arises.
aligning top talent

Eric: One of the biggest mistake CEOs make is not planning for the right capacity, specifically around go-to-market talent. Talk to me about capacity planning within that context.

Mike:

You’ve got to understand the lead and ramp time for capacity. In today’s market, it might take six months to find the right leader, then another three to six months to get ramped up. So, you’ve got to be thinking 12 months in advance about your capacity planning.

Secondly, you want to make sure you have the right mix of go-to-market talent and support roles to ensure your go-to-market strategy is fully supported. Lastly, you’ve got to consider the scalability of your capacity. Can your current team scale with the growth, or do you need to bring in additional resources?

Mike’s viewpoints demonstrate the importance of confidence in leadership, the need for alignment between growth objectives and GTM strategies, and the critical role of capacity planning.

For CEOs, understanding and addressing these elements can significantly impact the ability to create value and achieve growth. As the market continues to evolve, having a robust and flexible GTM strategy, supported by the right talent and capacity planning, will be more crucial than ever for success.

Contact Us

Bespoke Partners Named in Top 10 of the “Top 49 Retained Executive Search” 2-Years Running by C-Suite CV Secure.

top 49 search firms 2 years in a row - bespoke partners

About SBI

SBI provides Go-to-Market Growth Advisory for innovative companies. Their unique approach to collaborative consulting comes from strategic implementors who have owned and operated marketing and sales at some of the world’s most successful growth companies.

They have developed an intimate understanding of the buyer-seller journey, which enables SBI to help actively apply relevant data, strategies, and tactics for significant outcomes.

Connect with SBI to learn more:

Contact Us

About Bespoke Partners

Bespoke Partners is the largest recruiting firm solely focused on software and SaaS companies, and we specialize in firms backed by private equity sponsors. Bespoke Partners can help companies seize emerging opportunities by staying ahead in the software and SaaS leadership market.

Connect with Bespoke Partners to learn more:

Contact Us
Eric W

Author:
Eric Walczykowski
Chief Executive Officer

Eric is passionate about building high-performing teams that value doing their best, working together, overcoming adversity and learning.

As a proven growth executive, Eric has served as CEO, President, Board Member, Investor and Advisor for technology companies that achieved over $4.5B in successful exits.

Eric brings to Bespoke Partners significant professional services experience from Deloitte and Andersen, as well as the high-growth client executive perspective for private equity-backed technology companies.

Eric earned an MBA from the Kellogg School of Management at Northwestern University and a BS in Business from Fresno State University.

Outside of work, Eric enjoys spending time with family, coaching baseball, travel, attending live events and sipping good wine.

mike sbi updated

Featuring:
Mike Hoffman
Chief Executive Officer
SBI, The Growth Advisory

About Mike

Experienced executive leader with a demonstrated history of value creation through growth strategies in the technology, industrial, and software markets. Highly skilled in Enterprise Software/technology, International Business, Go-to-market Strategy, and Global Talent Acquisition.

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Building a Holistic US Market Entry Strategy with the Right Leader for Your European Software or SaaS Company

Building a Holistic US Market Entry Strategy with the Right Leader for Your European Software or SaaS Company

by | Aug 13, 2024 | Blog, US Country Leader

Building a Holistic US Market Entry Strategy with the Right Leader for Your European Software or SaaS Company

Authored By Eric Walczykowski​

Eric W

Successfully entering the US market requires more than just a strong sales strategy. An effective country leader must craft a holistic plan that covers the entire customer journey, ensuring sustainable growth and customer satisfaction.

This series is based on our extensive success in recruiting US leaders for software and SaaS companies based in Europe, along with our specialization in private equity sponsored companies employing this strategy.

This week, we delve into the critical components of a comprehensive go-to-market (GTM) plan and the balance between leveraging HQ resources and developing local capabilities.

Developing a Comprehensive Go-to-Market Plan

1. Marketing and Positioning

To effectively position the product in the US market, a leader must:

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Survey the Market

Conduct thorough market research to understand customer needs, preferences, and pain points.

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Analyze Competitors

Evaluate how competitors meet customer needs and identify gaps in their offerings.

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Leverage Global Success

Understand how the company meets customer needs in the rest of the world to highlight unique selling points.

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Market Dynamics

Assess market headwinds and tailwinds to identify opportunities and threats.

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Design Market Positioning

Develop a compelling market positioning strategy that resonates with US customers.

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Ongoing Resources

Determine the need for ongoing resources such as brand recognition efforts and customer value proposition communication.

2. Sales and Distribution

Creating a robust sales strategy involves:

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Customer Interaction Preferences

Understand how US customers prefer to interact and purchase products.

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Competitive Sales Models

Analyze how competitors in region sell their products and identify best practices.

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Company Sales Practices

Review the company’s current sales practices and adapt them to the US market.

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GTM Strategy

Develop a comprehensive GTM strategy with clear KPIs to track progress and effectiveness.

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Team Resources

Assemble and train a capable sales team that can execute the GTM strategy effectively.

3. Delivery and Support

Ensuring reliable delivery and strong support infrastructure requires:

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Customer Needs

Understand the specific delivery and training needs of US customers.

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Competitor Practices

Evaluate how competitors handle delivery and support.

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Global Practices

Leverage the company’s successful delivery and support models from other regions.

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KPIs for Quality

Develop key performance indicators to ensure high-quality delivery and customer support.

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Customer Journey Alignment

Align the support strategy with the customer journey to enhance product usage, provide ongoing training, and ensure strong renewal rates.

Balancing HQ Resources and Local Capabilities

The right leader knows how to balance leveraging HQ strengths with building local capabilities.

1. Leverage HQ Strengths

R

Existing Technologies

Utilize advanced technologies and processes from HQ to maintain consistency and operational efficiency.

R

Proven Processes

Implement successful practices from HQ to streamline operations in the US, while ensuring to adapt them to any regional factors.

2. Develop Local Teams

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Local Talent

Recruit and train local teams for sales, support, and operations to ensure responsiveness and market alignment.

R

Augment Resources

Identify gaps in HQ capabilities and fill them with local resources.

R

Integrated Approach

Develop a plan to integrate HQ strengths with local capabilities, ensuring a seamless operation.

3. Key Performance Indicators (KPIs)

R

Alignment with Value Creation Plan

Develop KPIs that align with the overall value creation plan of the private equity firm.

R

Performance Tracking

Regularly track and assess performance against these KPIs to ensure strategic goals are being met.

R

ensure strategic goals are being met. Adaptability

Use KPI insights to adapt and refine strategies as necessary for continuous improvement.

Building a holistic US market entry strategy requires a leader who can seamlessly integrate marketing, sales, delivery, and support functions while balancing HQ strengths with local capabilities. By focusing on comprehensive market research, customer-centric strategies, and robust operational frameworks, European software companies can achieve sustainable growth and customer satisfaction in the US market.

Partnering with Bespoke Partners for Leadership Success

Bespoke Partners stands out as the premier firm focused exclusively on executive recruiting and leadership advisory services for software and SaaS companies in the United States. Here’s why Bespoke Partners is the ideal choice for finding the right country leader:

  • Proven Track Record: Bespoke-placed executives have led their companies through exits and more than 425 acquisitions, totaling over $135 billion in value.
  • Extensive Network: The firm has successfully recruited over 1,000 top-performing leaders into private equity portfolio companies, including CEOs, CFOs, CROs, CMOs, CPOs, CTOs, CIOs, CHROs, Board Members, Operating Partners, Vice Presidents, and more.
  • Specialized Expertise: Bespoke Partners has conducted over 25 country manager searches specifically for private equity firms, demonstrating deep understanding of the unique challenges and opportunities in scaling businesses internationally.
  • Efficiency and Success Rate: Utilizing a unique, data-driven methodology, Bespoke completes searches in typically half the industry average time with a 95% placement success rate. Their process identifies leaders who will drive growth and minimize the risk of C-suite mis-hiring.
Learn More at Bespoke Partners

Bespoke Partners Named in Top 10 of the “Top 49 Retained Executive Search” 2-Years Running by C-Suite CV Secure.

top 49 search firms 2 years in a row - bespoke partners

Next Week: Execution and Measuring Success in the US Market for European Software & SaaS Companies

In next week’s posting, we will explore the execution phase of the US market entry strategy. We will discuss the importance of strategic execution, building a cohesive team, and maintaining strong connections with HQ. Additionally, we will cover how to assess performance and adjust strategies to ensure success. Stay tuned!

More Posts in This Series

Execution and Measuring Success in the US Market for European Software or SaaS Companies

By focusing on the selection and development of the right US country leader, European private equity firms can significantly enhance their chances of successfully scaling software companies in the US market. This leader’s ability to integrate strategic vision, operational expertise, and cultural adaptability will be the cornerstone of a thriving US presence.

Read More

Building a Holistic US Market Entry Strategy with the Right Leader for Your European Software or SaaS Company

This week, we delve into the critical components of a comprehensive go-to-market (GTM) plan and the balance between leveraging HQ resources and developing local capabilities.

Read More

General Manager vs. Sales Leader: Who Should Lead the Charge in the New Growth Region?

When European software and SaaS companies scale to the US market, many firms default to appointing a sales leader due to the emphasis on go-to-market (GTM) strategies. However, this approach can be flawed if the leader lacks the broader operational skillsets required to build a sustainable presence in the US.

Read More

The Crucial Role of Leadership in Scaling European Software Companies to the US

Scaling a European software or SaaS company to the US market is a complex endeavor, and selecting the right country leader is pivotal to success.
This is part 1 of a series of postings on the strategic considerations and best practices for choosing a leader who can navigate the challenges and capitalize on the opportunities in the US market. We have successfully recruited US leaders for software and SaaS companies based in Europe and we specialize in private equity sponsored companies executing on this growth strategy.

Read More
Eric W

Author:
Eric Walczykowski
Chief Executive Officer

Eric is passionate about building high-performing teams that value doing their best, working together, overcoming adversity and learning.

As a proven growth executive, Eric has served as CEO, President, Board Member, Investor and Advisor for technology companies that achieved over $4.5B in successful exits.

Eric brings to Bespoke Partners significant professional services experience from Deloitte and Andersen, as well as the high-growth client executive perspective for private equity-backed technology companies.

Eric earned an MBA from the Kellogg School of Management at Northwestern University and a BS in Business from Fresno State University.

Outside of work, Eric enjoys spending time with family, coaching baseball, travel, attending live events and sipping good wine.

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Beyond the Title: Key Trends Shaping the Future of HR Leadership

Beyond the Title: Key Trends Shaping the Future of HR Leadership

by | Aug 7, 2024 | Blog

Beyond the Title: Key Trends Shaping the Future of HR Leadership

Authored By Alex Bossetta

Alexandra Bossetta

For HR leadership, the focus continues its shift from traditional titles and roles to innovative and strategic human capital practices. As companies strive to adapt to dynamic business conditions, HR executives are at the forefront of driving these changes.

Bespoke Partners is the largest recruiting firm solely focused on software and SaaS companies, and we specialize in firms backed by private equity sponsors.

Our dedicated HR and People practice has successfully completed over 100 placements in portfolio companies. Our placed HR and People leaders have created $4.8 billion in enterprise value created via their work.

Track Record for this Practice:

hr practice track record

Innovation Trumps Title: The True Mark of Effective HR Leadership

The debate over titles such as Chief Human Resources Officer (CHRO) and Chief People Officer (CPO) continues, but the real differentiator for effective HR leadership is an innovative mindset. Today’s HR executives must transcend traditional roles focused largely on administration of HR processes to become strategic partners within their organizations. Their ability to bring creative solutions to complex challenges defines their value more than their official titles.

Our data underscores that innovation is the cornerstone of effective HR leadership. Innovative HR leaders can drive organizational change, enhance employee engagement, and align HR strategies with overall business goals. Regardless of whether they hold the title of CHRO, CPO, or another designation, their innovative approach is what sets them apart.

Effective HR leaders are those who can think outside the box and drive strategic initiatives that align with the company’s vision.

Location Matters: The Significance of Proximity in HR Executive Roles

Geographic location is returning to be a critical factor in HR executive searches. The physical proximity of HR leaders to the company’s headquarters seems to significantly impact their effectiveness. Being within driving distance allows HR executives to maintain a strong presence and engage frequently with their teams, fostering a cohesive and collaborative culture.

Clients have shared with our team that leaders who are physically present can better understand and influence the company culture, quickly address issues, and build stronger relationships with employees at all levels.

Compensation and Scorecarding: HR Executives at the Center of Compensation Strategies

HR leaders are increasingly taking center stage in shaping compensation strategies across the organization, working closely with CFOs and boards. This shift reflects the growing recognition of the strategic role that HR plays in aligning compensation with overall business objectives and driving performance.

In larger firms, there is more flexibility with equity and bonus structures, allowing HR leaders to tailor compensation packages that attract and retain top talent while promoting a culture of high performance.

Smaller companies, on the other hand, often maintain more constrained compensation packages  but still prioritize aligning these packages with their strategic goals.

Our research team has evaluated hundreds of data points on the critical importance of these roles, highlighting the need for HR leaders to prioritize culture fit over mere experience. By engaging with various stakeholders across the company, HR executives can ensure that compensation strategies not only attract top talent but also drive desired behaviors and outcomes.

hr petr
Download your report

Embracing the Future of HR Leadership

We have seen time and again that effective HR leaders are those who bring innovative solutions to the table and are not defined by their titles but by their ability to drive strategic initiatives and align HR practices with broader business objectives.

The true mark of effective HR leadership lies in an innovative mindset, strategic presence, and active involvement in compensation strategies. These elements are critical for HR leaders to drive organizational success and foster a thriving company culture.

Find out more about Bespoke Partners HR and People practice: People & Talent Leadership Practice – Bespoke Partners

Bespoke Partners Named in Top 10 of the “Top 49 Retained Executive Search” 2-Years Running by C-Suite CV Secure.

top 49 search firms 2 years in a row - bespoke partners
Alexandra Bossetta

Author:
Alexandra Bossetta
Partner, Head of People & Talent Practice

As Partner, Alex is currently the practice lead for the firm’s HR, People and Talent practice; co-lead of the firm’s Go-To-Market practice and Head of the Austin office. She leads executive recruitment and assessment for high-growth, PE-backed and public software organizations, placing leaders in CEO, President/ COO, Sales and Marketing, and HR/ Talent leadership roles. During her tenure, she has successfully completed 100+ searches including multiple team builds.

General Manager vs. Sales Leader: Who Should Lead the Charge in the New Growth Region?

General Manager vs. Sales Leader: Who Should Lead the Charge in the New Growth Region?

by | Aug 5, 2024 | Blog, US Country Leader

General Manager vs. Sales Leader: Who Should Lead the Charge in the New Growth Region?

Authored By Eric Walczykowski​

Eric W

When European software and SaaS companies scale to the US market, many firms default to appointing a sales leader due to the emphasis on go-to-market (GTM) strategies. However, this approach can be flawed if the leader lacks the broader operational skillsets required to build a sustainable presence in the US.

We have an extensive track record of successfully recruiting US leaders for software and SaaS companies based in Europe and a specialization in private equity sponsored companies looking to make this move.

At the highest level, the leader options are typically:

  • Sales Leader: While critical for driving revenue, a sales leader may lack the comprehensive oversight needed for full market penetration.
  • General Manager (GM): A GM brings a balanced perspective, handling everything from strategic planning to daily operations, ensuring all business facets are aligned and functioning effectively.

Assessing Potential Leaders

When choosing between a sales leader and a GM, consider the following:

1. Strategic Acumen

$

Sales Leader

Proven sales leaders excel in understanding GTM strategies, implementing the science of sales, and maintaining the rigor and discipline needed to drive sales. However, they may lack the comprehensive oversight required for long-term sustainable growth, including building cross-functional teams or leveraging the full capabilities of the corporate team. They might over-index on sales at all costs, which can be detrimental to long-term success that is based on capital-efficient growth that focuses on profit in addition to top-line revenue.

$

General Manager

A GM needs to have a deep understanding of GTM strategies, but more importantly, they must possess the capacity to develop and implement a long-term market strategy. This includes understanding the PE firm’s thesis, the company’s value proposition, and translating these to the US market. They must grasp the competitive landscape and develop a winning strategy that ensures sustainable growth.

2. Operational Skill Sets

$

Sales Leader

While adept at driving sales, they may struggle with managing all aspects of the business, such as building cross-functional teams, recruiting and leading diverse functions in the US, and balancing short-term sales targets with long-term growth objectives.

$

General Manager

A GM should be capable of managing all business facets, not just sales. They must develop a strategy to leverage corporate cross-functional resources or recruit necessary talent. This includes establishing core processes in marketing, sales, finance, and talent management to build a sustainable presence in the US, all while operating at the pace of private equity.

3. Team Building

$

Sales Leader

Sales leaders are typically skilled at hiring and developing sales talent but may fall short in building a cohesive cross-functional team necessary for a holistic market approach.

$

General Manager

A GM has a proven track record in hiring and developing local talent across various functions. They can utilize corporate resources effectively while building essential capabilities stateside. The focus should be on attracting, developing, retaining, and creating a team that works seamlessly with the European HQ.

4. Cultural Adaptability

$

Sales Leader

While proficient in understanding the local market, a sales leader might struggle with bridging cultural gaps and fully integrating corporate values with local practices.

$

General Manager

A GM should excel in cultural adaptability, adept at understanding the cultural norms of the HQ and translating them to the US team. They should build on the company culture to foster a seamless working relationship between the US operations and the European HQ.

Developing Key Questions: Sales Leader or GM?

To determine whether a sales leader or GM is right for your US expansion, consider the following questions:

1. Strategic Fit

Does the candidate understand the private equity firm’s thesis and the company’s value proposition?

Can they translate this understanding into a long-term market strategy for the US?

2. Operational Capabilities

Does the candidate have experience managing all business aspects, not just sales?

Can they develop and implement core processes across marketing, sales, finance, and talent management?

3. Team Building

Can the candidate build and lead a cross-functional team that includes local and corporate resources?

Do they have a proven track record in hiring, developing, and retaining local talent?

4. Cultural Adapability

Can the candidate bridge cultural gaps between the HQ and the US operations?

Are they capable of integrating corporate values with local practices to build a cohesive team?

By thoroughly evaluating these aspects, companies can make an informed decision on whether to appoint a sales leader or a general manager to lead their US expansion.

Partnering with Bespoke Partners for Leadership Success

Bespoke Partners stands out as the premier firm focused exclusively on executive recruiting and leadership advisory services for software and SaaS companies in the United States. Here’s why Bespoke Partners is the ideal choice for finding the right country leader:

  • Proven Track Record: Bespoke-placed executives have led their companies through exits and more than 425 acquisitions, totaling over $135 billion in value.
  • Extensive Network: The firm has successfully recruited over 1,000 top-performing leaders into private equity portfolio companies, including CEOs, CFOs, CROs, CMOs, CPOs, CTOs, CIOs, CHROs, Board Members, Operating Partners, Vice Presidents, and more.
  • Specialized Expertise: Bespoke Partners has conducted over 25 country manager searches specifically for private equity firms, demonstrating deep understanding of the unique challenges and opportunities in scaling businesses internationally.
  • Efficiency and Success Rate: Utilizing a unique, data-driven methodology, Bespoke completes searches in typically half the industry average time with a 95% placement success rate. Their process identifies leaders who will drive growth and minimize the risk of C-suite mis-hiring.
Learn More at Bespoke Partners

Bespoke Partners Named in Top 10 of the “Top 49 Retained Executive Search” 2-Years Running by C-Suite CV Secure.

top 49 search firms 2 years in a row - bespoke partners

Next Week: Building a Holistic US Market Entry Strategy

In next week’s posting in this series, we will explore how to build a holistic US market entry strategy. We will delve into the importance of developing comprehensive go-to-market plans, leveraging HQ resources, and establishing local capabilities. Stay tuned!

More Posts in This Series

Execution and Measuring Success in the US Market for European Software or SaaS Companies

By focusing on the selection and development of the right US country leader, European private equity firms can significantly enhance their chances of successfully scaling software companies in the US market. This leader’s ability to integrate strategic vision, operational expertise, and cultural adaptability will be the cornerstone of a thriving US presence.

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Building a Holistic US Market Entry Strategy with the Right Leader for Your European Software or SaaS Company

This week, we delve into the critical components of a comprehensive go-to-market (GTM) plan and the balance between leveraging HQ resources and developing local capabilities.

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General Manager vs. Sales Leader: Who Should Lead the Charge in the New Growth Region?

When European software and SaaS companies scale to the US market, many firms default to appointing a sales leader due to the emphasis on go-to-market (GTM) strategies. However, this approach can be flawed if the leader lacks the broader operational skillsets required to build a sustainable presence in the US.

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The Crucial Role of Leadership in Scaling European Software Companies to the US

Scaling a European software or SaaS company to the US market is a complex endeavor, and selecting the right country leader is pivotal to success.
This is part 1 of a series of postings on the strategic considerations and best practices for choosing a leader who can navigate the challenges and capitalize on the opportunities in the US market. We have successfully recruited US leaders for software and SaaS companies based in Europe and we specialize in private equity sponsored companies executing on this growth strategy.

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Eric W

Author:
Eric Walczykowski
Chief Executive Officer

Eric is passionate about building high-performing teams that value doing their best, working together, overcoming adversity and learning.

As a proven growth executive, Eric has served as CEO, President, Board Member, Investor and Advisor for technology companies that achieved over $4.5B in successful exits.

Eric brings to Bespoke Partners significant professional services experience from Deloitte and Andersen, as well as the high-growth client executive perspective for private equity-backed technology companies.

Eric earned an MBA from the Kellogg School of Management at Northwestern University and a BS in Business from Fresno State University.

Outside of work, Eric enjoys spending time with family, coaching baseball, travel, attending live events and sipping good wine.

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The Buyer’s Viewpoint in M&A: Preparing for Successful Exits

The Buyer’s Viewpoint in M&A: Preparing for Successful Exits

by | Aug 1, 2024 | Blog

The Buyer’s Viewpoint in M&A: Preparing for Successful Exits

Authored By Eric Walczykowski​

Eric W

In our second interview on the topic of successful private equity exits with Matt Richburg (Managing Partner, Ampersand Leadership Group), I shifted our focus to exploring the buyer’s perspective. Specifically, how CEOs can prepare their teams to meet the expectations of prospective acquirers and successfully transition through the sale process. The insights shared by Matt will aid in ensuring not only a smooth transition but also the maximization of value during the exit process.

Below is a summarized Q&A of my conversation with Matt.

Eric: What should CEOs consider when preparing for the scrutiny of potential buyers?

Matt: Our goal is to ensure the organization is ready to scale and execute its next chapter. We focus on understanding the team’s readiness, identifying any gaps, and ensuring alignment with the growth strategy. This involves a thorough assessment of the senior team and the broader organization, examining their capabilities, culture, leadership, and readiness to partner with private equity.

buyer perspective

You can see the full interview with Matt in our Tailored Talent vodcast series, here.

Watch the Full Interview

Eric: What specific areas do you focus on during this assessment?

Matt:

We dig into five key areas:

  1. Growth Strategy Alignment: Ensuring the senior team understands and can articulate the growth strategy.
  2. Organizational Capabilities: Identifying capabilities needed for future growth, such as sales enablement and account management.
  3. Culture: Assessing whether the culture supports growth or if there are elements that might hinder it.
  4. Leadership: Evaluating the roles in place and their alignment with the investment thesis.
  5. Readiness to Partner: Understanding the team’s experience and willingness to collaborate with private equity.
key areas of focus

Eric: Can you walk us through what the diligence process looks like for the executive team?

Matt: We engage in candid conversations with the executive team to understand their current position, future aspirations, and any potential gaps. This process is supportive and non-judgmental, aiming to create a comprehensive action plan. Our goal is to identify where to invest in talent and capabilities to support the team through the transition.

Eric: How important is transparency during this process?

Matt: Transparency is crucial. Buyers value openness about the organization’s strengths and areas needing support. This transparency helps build trust and facilitates a productive partnership. It also allows us to address any potential risks and prepare the team for the challenges ahead.

Eric: What are best practices for handling conflicts that arise during diligence?

Matt:

Listening and maintaining openness to feedback are essential. Pushing back with facts and data is also important. Investors want debate partners, not pushovers. Constructive conflict, managed thoughtfully, leads to better decision-making and stronger partnerships.

productive partnership

Eric: How can human capital add value to the deal?

Matt:

Having the right capabilities in place for the next phase of growth is critical. Organizations with built-in M&A and integration experience add significant value. Additionally, having succession plans and avoiding single points of failure by ensuring leadership continuity can enhance value.

key value drivers

Eric: What role does developing future leaders play in this process?

Matt:

Developing future leaders is vital. Identifying potential leaders early and providing opportunities for growth ensures the organization has the talent needed for future challenges. This continuous development creates a strong, cohesive team ready to drive value creation.

Navigating the buyer’s viewpoint in M&A requires thorough preparation, transparency, and a strategic approach to human capital.

By assessing the readiness of the leadership team, aligning capabilities with the growth strategy, and fostering a culture of openness, CEOs can ensure a smooth transition and maximize the value of their organization. Matt’s insights highlight the importance of viewing this process as a partnership, focusing on both immediate needs and long-term goals.

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Bespoke Partners Named in Top 10 of the “Top 49 Retained Executive Search” 2-Years Running by C-Suite CV Secure.

top 49 search firms 2 years in a row - bespoke partners

About Ampersand Leadership Group

Ampersand Leadership Group supports private equity, CEOs, and Boards in selecting, developing, and aligning top talent to drive growth and investor returns.

Connect with Ampersand to learn more:

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About Bespoke Partners

Bespoke Partners is the largest recruiting firm solely focused on software and SaaS companies, and we specialize in firms backed by private equity sponsors. Bespoke Partners can help companies seize emerging opportunities by staying ahead in the software and SaaS leadership market.

Connect with Bespoke Partners to learn more:

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Eric W

Author:
Eric Walczykowski
Chief Executive Officer

Eric is passionate about building high-performing teams that value doing their best, working together, overcoming adversity and learning.

As a proven growth executive, Eric has served as CEO, President, Board Member, Investor and Advisor for technology companies that achieved over $4.5B in successful exits.

Eric brings to Bespoke Partners significant professional services experience from Deloitte and Andersen, as well as the high-growth client executive perspective for private equity-backed technology companies.

Eric earned an MBA from the Kellogg School of Management at Northwestern University and a BS in Business from Fresno State University.

Outside of work, Eric enjoys spending time with family, coaching baseball, travel, attending live events and sipping good wine.

matt richburg

Featuring:
Matt Richburg
Managing Partner
Ampersand Leadership Group

About Matt

Ampersand Leadership Group supports private equity, CEOs, and Boards in selecting, developing, and aligning top talent to drive growth and investor returns. Matt collaborates with clients that span the globe and invest across a rich variety of industries including financial & professional services, healthcare, technology, media, consumer goods, chemicals & industrials, and education.  

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