Not my writing, other people's. A short, opinionated shortlist on greenfield go-to-market, cross-border expansion, and sizing a market before you commit to it. Each pick comes with one line on why it earns the click.
Your GTM motion isn't under-staffed, it's under-engineered. GTM engineers build revenue engines using AI and automation. Since we coined this role in 2023, it has emerged at companies like Cursor, Lovable, and Webflow.
My take Most teams entering a new market are not under-staffed, they are under-engineered. Worth reading before you post that first SDR role abroad.
GTM engineers build revenue engines using AI and automation. GTMEs can solve problems across any revenue-critical function. They are someone who tests hypotheses and scales what works, without waiting for developers or manual research.
My take This is the discipline I run on a new market: test hypotheses, keep what replies, drop what does not. The engine matters more than the headcount.
Nail these numbers, and you'll attract investors, seize opportunities, and carve out your place in the market before the competition does.
My take A founder-friendly primer on market sizing. Read it before you let a big TAM number talk you into a market you have not tested.
There's usually a moment during a board or leadership meeting where the numbers tell the story, and it's clear that something has to change, said John O'Brien, founder and CEO of Sales Talent Group.
My take The hire-timing question answered with signals, not revenue targets. In a new market the answer is usually: prove it founder-led first, then hire.
When you get all these data points aggregated together at an account-level, and all the accounts add up to your TAM, SAM, SOM, that's fantastic. Now you have a precise solution you can actually use.
My take Sizing a new market top-down lies to you. This builds it account by account, which is how I decide a corridor is worth a sprint.
Most B2B SaaS companies fail at market entry for one reason: they treat it like scaling. They assume what worked in their home market will work in the new one. It almost never does.
My take The clearest statement of why a new market is not your home market with a new flag. Entry is validation, not a scaling exercise.
The strongest global strategies come from businesses that understand what each market demands (structurally, culturally, and operationally) and shape their entry plans around it.
My take A clean primer on entry models. The useful question it forces: how little can you commit while you still learn whether the market wants you?
International expansion is not simply about increasing revenue. It is about building an enduring, multinational business with the right leadership, infrastructure, and strategy to thrive across diverse markets and market conditions.
My take The benchmark playbook for scaling into new markets. Note the sequence: plan and prove before you build the local org, not after.
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