Before you expand, get specific about who you need to reach.

A new market can look like the next growth move. Before you invest in it, ask who buys, why they would choose you and how you will reach them.

AMBA works with growth-stage technology, AI and cybersecurity founders and leadership teams to make those decisions. You may be assessing a new market, choosing between direct sales and a partner route, or deciding how to position an offer for enterprise buyers. The plan should fit the buyer, the market and what your team can support.

Markets across APAC have different buying processes. A useful plan starts with the country and customer in front of you.

With more than a decade of go-to-market experience across technology, cybersecurity and AI, Shamane brings a practical operator’s perspective. The work can be strategic advisory or hands-on support, depending on what the business needs and what we agree to do.

Questions founders ask

What should we work out before entering a new market?

Start with the country, the buyer and the problem you want to solve. Understand how that buyer makes decisions, then check that your offer and route to market fit. Test the assumptions that could change your investment.

Should we sell directly or work through partners?

That depends on the customer, sales cycle, product and your team’s capacity. Compare the options against the buyers you want to reach, then test the route with the strongest case.

How can we reach senior technology and cybersecurity buyers?

Give them a relevant reason to engage. Useful expertise, peer communities, industry events and partner relationships can all help. The right mix depends on the market and the people you need to reach.

How is a go-to-market advisor different from a sales hire?

An advisor helps leadership decide which buyers to prioritize, what value to lead with and which route to test. A sales hire usually owns prospecting and deal activity. AMBA can include hands-on support when it is part of the agreed scope.