Expansion fails at the go-to-market, not the product.
We find out which market to enter, apply buyer research we’ve already run there, rebuild your ICP and positioning around what it says — and hand your team a motion they can run on the Monday after.
What we keep hearing
“The board wants international revenue next year and we don't know where to start.”
“We picked the market because someone on the team knew someone there.”
“Our pitch lands flat on calls abroad and we can't work out why.”
“We're getting meetings but nothing closes, and nobody can say why.”
Every one of these is a market question wearing a sales problem’s clothing. Answering it from headquarters is guesswork. That’s the gap we exist to close.
The method
Four questions, answered with evidence instead of assumption.
01
Which market
Candidate markets scored on size, competitive density, entry cost, regulatory friction and product fit — using the signal already sitting in your own data.
02
Who buys
Our own buyer research for that region, filtered to your category — plus a hard read of the evidence already sitting in your pipeline and lost deals.
03
What to say
ICP rebuilt from that evidence, segments to attack and to disqualify, and positioning translated into terms that land locally.
04
How to sell
Two channels to run and which to stop, a 90-day plan with owners and metrics, and an outbound sequence ready to send.
What you actually receive
Ten artefacts, not a slide deck.
Every engagement ends with things your team can open and use. This is the full list from the sprint — nothing is described as “alignment” or “a framework.”
Market prioritisation model
A scored comparison of your candidate markets across size, competitive density, entry cost, regulatory friction and product fit — with the reasoning written out, so you can disagree with it specifically rather than generally.
Buyer research briefing
The findings from our own in-market interview programme, filtered to your category and your buyer — how they frame the problem, what they've already tried, what makes them say no, and the words they use. Independent research, applied to you.
Win/loss pattern analysis
What your own closed-won and closed-lost data is already telling you, read properly. Frequently the single most useful hour of the engagement, and almost nobody does it.
ICP definition
Firmographic and behavioural criteria for who to target — and an explicit disqualification list, which is the half most ICP documents leave out.
Buyer personas
Two to three personas built from our research and your own deal history: what they're accountable for, who else is in the room, and what actually moves them.
Translated positioning and messaging
Category frame, value proposition, three proof points and objection handling, rewritten for the target market. Includes what to stop saying, and why it doesn't travel.
Competitive map
How buyers in that market perceive the category and where you sit in it — sourced from how they described their alternatives, not from reading competitor websites.
Friction assessment
The regulatory, procurement, data-residency, payment and localisation obstacles specific to that market, with which ones are dealbreakers and which are paperwork.
90-day roadmap and channel plan
The two channels to run first and which current activity to stop, sequenced into actions with an owner and a success metric against each. Written so your team can execute it without us in the room.
Working outbound sequence
Four to five emails plus a LinkedIn variant, written for the personas above and ready to send on the Monday after we finish.
Where the evidence comes from
We run our own buyer research, and publish it.
Across Europe, North Africa and the GCC we interview buyers continuously — on our own account, not on any client’s brief. The findings become published reports.
That matters for two reasons. The evidence exists before you engage us, so a four-week sprint isn’t four weeks of cold outreach starting from zero. And because nobody commissioned it, nothing in it was shaped to justify a decision somebody had already made.
Read the reports first if you’d rather see the thinking than hear about it.
Where we work
Three regions we can reach directly.
Direct access means we run the research ourselves, in the local language, rather than commissioning a panel and interpreting the summary. Everywhere else, we say so before you commit.
Europe
UK, France, DACH, Benelux and the Nordics
It's a dozen buying cultures sharing a currency and a regulatory floor.
Europe →North Africa
Morocco, Egypt, Tunisia and Algeria
Young populations, fast digitisation, and a genuine shortage of vendors who understand how business actually gets done there.
North Africa →The GCC
Saudi Arabia, UAE, Qatar, Kuwait, Bahrain and Oman
Enterprise and government buyers with real money and real willingness to adopt new vendors — provided you turn up with a local structure, credible references and a plan for the questions they will certainly ask about data and localisation..
The GCC →Twenty minutes, no pitch.
Tell us where you are and what's forcing the timing. We'll tell you honestly whether this is a problem worth solving now — and whether we're the right people for it.
Book a discovery call