Enterprise deals don’t become winnable at the pitch. They become winnable in the weeks before it, when you stop treating the account like a “prospect” and start treating it like a living organization with incentives, fears, and internal politics.

I once took over U.S. expansion for a disruptive European AI SaaS company with a familiar paradox. Globally proven. Elite engineering talent. Deployments on some of the most complex infrastructure projects in the world. And yet: North America wasn’t scaling.

🇺🇸 The U.S. isn’t a market. It’s fifty markets wearing a trench coat. I’ve watched brilliant foreign companies land in the U.S. with a great product and a confident plan… …based on one quiet assumption: “We’re entering the U.S. market.”

The truth about my last position: I didn’t walk into a “hot” category. I walked into a legacy, commoditized one — the kind where most buyers think they already know what you do, what you cost, and why you’re interchangeable.