For media and technology companies

Grow in new markets and through partners

Choose the markets worth winning, enter them with a route to revenue, and turn partners into a channel that sells.

Check where you standTalk to us

Sound familiar?

  • We have more market options than we can fund, and the team does not agree which comes first.
  • What wins at home is not landing abroad.
  • The board wants a new market or offer, and the route to customers does not exist yet.
  • We keep signing partners; partner revenue is not following.
  • Our expansion case rests on market sizes and time to revenue we have not tested.

What waiting costsEvery quarter spent on the wrong market or an inactive partner uses budget and credibility the next attempt will not have.

What we see

A promising market is not yet a route to revenue, and a signed partner is not yet a channel. Most expansion plans stall after the market is chosen: the proposition does not travel, there is no route to buyers, and partners have no economic reason to prioritise you. We design the route to revenue together with the market choice, and stay for the first deals.

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Problems we solve

Choose the markets and segments worth winning

When this is you

  • Markets, segments and offers compete for the same budget.
  • Teams pull in different directions.

What good looks like

Two or three priorities agreed by leadership, with the evidence behind them and a clear list of what you will not do.

What we do

Market and customer evidence, then position and priorities.

A possible first step: a focused assessment, "Which markets first, and why?"

Market and growth strategy 

Enter a new country or customer segment

When this is you

  • Proven at home; a new country or segment needs its own position, partners and sales motion.

What good looks like

A route to market (partners, pricing entry point, launch plan) and the first deals.

What we do

Route-to-market design, then launch alongside the team.

Market and growth strategy 

Launch a new offer, product or business unit

When this is you

  • A new product, format or business unit has to find buyers.
  • The business case is built on assumptions.

What good looks like

A case tested with evidence, a launch plan with owners and first revenue.

What we do

Test demand and pricing, then design and run the launch.

Market and growth strategy 

Turn partnerships and distribution into revenue

When this is you

  • The partner list grows faster than partner revenue.
  • Unclear ownership and conflict rules; activity measured instead of revenue.

What good looks like

Fewer, activated partners with a reason to sell you, scorecards and an internal owner.

What we do

Partner portfolio, programme design, enablement and activation.

Partnerships, distribution and channels 

Results for clients like you

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How an engagement runs

The four GrowthBridge™ parts as they apply here.

  1. Opportunity and priorities

    Evidence on markets, buyers and alternatives.

    OutcomeAgreed priorities.

  2. Commercial design

    Position, proposition, route to market and partner model.

    OutcomeA plan the team can run.

  3. Execution enablement

    First deals, partners and territories alongside your team.

    OutcomeEarly revenue.

  4. Sustained performance

    A repeatable motion, partner scorecards and owners.

    OutcomeResults the team can keep building on.

A possible first step: a focused assessment answering "Which two markets first, and how do we reach buyers there?"

Ways to start

Who this is for, and who it isn't

This is for

  • Media and technology companies with a product proven in at least one market.
  • Leadership ready to commit people to a new market or offer.
  • Companies whose partners are signed but not producing.

This is not for

  • A market report with no one to act on it.
  • Recruiting partners before the value exchange and enablement capacity exist.
  • Lead generation without a sales motion the team will own.

Questions buyers ask

How do you decide which market to enter first?

Evidence on demand, competition, buyer access and the fit with your proposition, weighed against the investment and time to revenue.

Do you work only on strategy?

No. We design the route to market and work alongside the team on the first deals and partners.

We already have partners. Where do you start?

With the data: which partners produce pipeline and revenue, and why. Then the programme is redesigned around that evidence.

Do you recruit partners for us?

Selectively, and only after the value exchange and the enablement capacity are in place.

Do we have to start with a diagnostic?

No. A focused assessment is useful when a situation needs an outside view before committing, and we will recommend one when it helps. If you already know what needs doing, we can start there.

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Other problems we solve