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

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

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

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

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

Implement targeted marketing campaigns that resonate with the US audience.

Drive sales through strategic initiatives tailored to the US market.

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

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

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

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

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

Utilize tools like Zoom to maintain regular communication.

Travel frequently to build alignment and rapport with HQ.

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

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

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.

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

Ensure they are satisfied and become net promoters.

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.

Assess the efficiency of US operations and support mechanisms regularly.

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

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

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

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

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

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

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

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

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

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.

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.

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.

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.

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.

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.

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

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.

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?

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?

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?

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?

• Understand the current European company’s strengths, weaknesses, and competitive positioning.
• Grasp the value creation thesis hypothesized by the private equity firm when acquiring the asset.
• Analyze the US competitive landscape and customer needs.
• Translate this understanding into a specific vision for US market penetration.

• Recognize their own strengths and weaknesses and build a team that can operationalize the country vision.
• Understand the resources needed and secure them, acknowledging the significant investment, particularly in human capital, required to penetrate the US market.
• Be hands-on, willing to get involved in the details, while also building a diverse team capable of driving operational excellence.

• Understand the company’s cultural roots and home country considerations.
• Translate this into a winning US culture that attracts and retains top talent.
• Foster a symbiotic working relationship between US operations and those in the home country, ensuring cultural alignment and collaboration.

• Grasping US market dynamics and helping the company position its product effectively.
• Developing a cost-effective go-to-market strategy that aligns with US customer purchasing habits.
• Creating a delivery model that supports successful adoption of the software product.
• Establishing a support model that addresses the holistic needs of US customers, ensuring customer retention.

UiPath’s growth in the US was driven by strategic leadership, aggressive market penetration, and a strong emphasis on customer success. The company’s headquarters is now in New York and it went public with one of the largest software company IPOs of all time.

Mambu’s expansion strategy included building a strong local presence, understanding regulatory requirements, and partnering with major financial institutions in the US.

The company’s success is attributed to its cutting-edge technology, effective US market entry strategy, and strong leadership team. In April, Thoma Bravo announced a $5.3 billion acquisition of the company.

Celonis focused on building a strong sales and marketing team in the US, leveraging partnerships, and demonstrating clear ROI to American enterprises.

The company’s ability to integrate with various US communication tools and its robust customer support network were key to its success.

Checkout.com’s scalable technology, compliance with US regulatory standards, and strategic partnerships with American firms were crucial for its expansion.

Wise’s transparent pricing model, customer-centric approach, and robust digital platform enabled it to quickly gain traction in the US market.