B2B GTM & international expansion: David Hope (Workday, ForgeRock)
ex-SVP (APJ) @ ForgeRock, ex-President (APAC) @ Workday
David Hope has spent the last two decades leading high-growth tech expansion across Asia-Pacific—including President (APAC) at Workday (market cap of US$50B+), and SVP (APJ) at ForgeRock (acquired for US$2.3B).
In this chapter of Evolving Edge, David shares what it really takes to succeed in new markets, why local partnerships are harder than they look, and the one hiring mistake that derails international expansion more than any other.
Q: When entering a new country, what are the top strategic decisions companies must get right from day one?
David: It depends a lot on company size and resources. Large, well-funded enterprises can afford to hire aggressively and enter markets quickly to preempt competitors. But for smaller, resource-constrained firms, it’s about focus.
The first step is a clear TAM (Total Addressable Market) analysis. Even if data in APAC is imperfect—especially in markets like Japan—you need to ground your decisions in where the biggest return might be.
Next, assess local complexity. Japan and Korea, for example, have higher technical and cultural barriers: double-byte characters, language needs, deep integration expectations. It’s hard to go in with just one hire.
That’s where a strong channel strategy comes in. Especially in Japan, selling without a business partner is virtually impossible. Even with a small internal team, having the right local partner can drive reach at lower cost—but only if chosen well.
Q: What do you look for when hiring your first in-market sales or BD leader?
David: This is the hardest part—and arguably the most critical factor in success.
Yes, experience matters. But what I really look for is energy, passion, and belief in the mission. The first hire is often a one-person army—they’ll be pulled in every direction. So you need someone resilient, entrepreneurial, and aligned on what the role actually entails.
A common failure point is misalignment on expectations. If that new hire thinks they’re walking into a fully staffed GTM org, but the company can’t provide that, things fall apart quickly.
Language skills and cultural fluency also matter. If you're building in Japan and the candidate can’t communicate clearly with HQ—or vice versa—it creates major friction.
Q: What’s the biggest mistake companies make when expanding into APAC?
David: Without question—hiring the wrong person or making the wrong partner bet.
A poor hire can waste 12–18 months of progress. Equally risky is signing with a flashy partner that services 50 vendors but gives you no attention. That’s just spinning wheels.
It’s about finding focused partners—and building long-term alignment with people who will champion your product, not just carry it.
Q: How do you evaluate and select the right channel partner?
David: First, make sure they’re strong in your target segment. Many large partners are spread thin—they may look good on paper, but you end up a small fish in their pond.
I prefer boutique, specialist partners—smaller firms with real industry knowledge and client access. In Japan especially, you can tell quickly if they’re the right partner by the doors they open.
When qualifying them, I ask:
Who are your current customers?
Can we meet a few together?
Where do you see alignment with our solution?
It’s not just data—it’s gut feel too. But the more signal you collect, the more confidence you’ll have.
Q: Final thoughts?
David: Be deliberate. Don’t shotgun markets. Don’t overextend teams. APAC rewards those who take a steady, focused approach—not just those who move fast.