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.