FORTY FIVE MINUTES
A second opinion on your partner programme
I will spend forty five minutes going through what you have: the partner mix, where recruitment stopped, what co-sell looks like in practice between your sellers and theirs, and what the numbers would need to show for the programme to be worth its funding. For US companies, the same session covers the European sequencing decision instead.
You get a written summary afterwards whether or not we work together. No charge and no obligation.
FORTY FIVE MINUTES
A second opinion on your partner programme
I will spend forty five minutes going through what you have: the partner mix, where recruitment stopped, what co-sell looks like in practice between your sellers and theirs, and what the numbers would need to show for the programme to be worth its funding. For US companies, the same session covers the European sequencing decision instead.
You get a written summary afterwards whether or not we work together. No charge and no obligation.
SEQUENCING
Europe is five decisions, not one
The underlying error most companies make is treating Europe as one decision. It is five, and they have genuinely different costs, timelines and failure modes. Germany is not a harder version of the UK. France is not a smaller version of Germany. Italy and Spain do not buy software the way either of them does.
The practical consequence is that an international budget which would fund two or three direct hires can, sequenced this way, produce credible coverage across five markets inside a year. The constraint is not money. It is whether the first person you hire is capable of recruiting and enabling partners, or only of carrying a bag.
Market
Model
Why
United Kingdom
Direct and Partner hybrid
Low friction entry point to validate European demand before localization.
DACH (Germany, Austria, Switzerland)
Partner-led
Complexity of technical implementation and local compliance requires expert ecosystem.
France
GSI and Niche Boutique
Enterprise motion dominated by long-term systems integrator relationships.
Iberia and Italy
Value-Added Distribution
Fragmented partner landscape requires a distributor to aggregate market reach.
WHY UK FIRST
Why the UK comes first, almost always
Not out of sentiment, and not because it is the largest market. Because it is the cheapest place to find out whether you have a business in Europe at all.
Language is not the only barrier you avoid. You also avoid the need to translate marketing materials, product interfaces and legal contracts before you know they will work.
Common law and accounting standards will feel familiar. The structural gap between US and UK business practice is narrower than in any other European market.
The GSI and partner networks are centralized in London. You can recruit and enable the partners who will take you into the rest of Europe from a single city.
Recruitment is faster and more flexible. Notice periods and employment protection are less rigid than in France or Germany, allowing for faster course correction.
The UK is not the prize. It is the cheapest place to discover whether the prize exists, and the only one of the five you can enter before you are ready.
FAILURE MODES
The four ways this goes wrong
01 The wrong first hire. You hire a country manager who is a 'bag-carrier' rather than an architect. They can close deals you find for them, but they cannot build the infrastructure required to find their own.
02 The 'Advisor' trap. You pay for advice rather than execution. You end up with a high-level strategy but nobody on the ground actually recruiting the partners or mapping the accounts.
03 Over-investment in the wrong market. You burn your entire international budget trying to crack a high-friction market like France or Germany before you have proven the model in the UK.
04 The SI disconnect. You hand the keys to a global systems integrator who treats your product as one line item among thousands, rather than building a dedicated go-to-market motion.
LEADING INDICATORS
How to know it is working before revenue shows up
Revenue is a lagging indicator. In the first six months, these four signals tell you whether the engine is actually built, or whether you are just burning cash.
The question at the end of the first two quarters is not how much did Europe make. It is whether entering the next market is now cheaper than entering the last one.
Indicator
What it tells you
First five co-sell mapping calls
The market actually has the specific problem your software solves, and partners are willing to risk their reputation by introducing you.
Partner account mapping sessions completed
You have moved from 'strategic' talk to 'operational' motion. You are mapping white space and finding real overlaps.
Pipeline attribution from partners
The attribution model is working. The board can see that the channel is responsible for the growth, not just taking credit for it.
Cost of next market entry
You are using a playbook. Entering the second market is cheaper than the first because the programmes are already built.
Technical enablement velocity
Partners aren't just signed; they are qualified to deploy. The implementation bottleneck has been removed.
Recurring revenue growth per partner
Partners aren't just selling one-off implementations; they are building a business on your platform.
COMMERCIALS
How this works commercially
An engagement fee for the market entry build, or a fractional arrangement for companies not ready to commit to a full-time hire. Both convert to a permanent country lead role where it works and you want it.
The guide, and a conversation
All of the above is set out at length in UK First, an eight page sequencing guide. Give me an email address and I will send the PDF.
Or if you would rather talk it through, I will spend forty five minutes on your specific sequencing decision: which market first, direct or partner, and what the first hundred days should contain. You get a written summary afterwards whether or not we work together. No charge and no obligation.