So, you’re thinking about taking your Australian or New Zealand business global? Whether you’re just starting to explore the idea or already knee-deep in international waters, global expansion is one of the most exciting and challenging growth move a business can make. 

At Firmable, we get it. Our Co-Founder and Co-CEO, Paul Perrett, has been there. Twice. He’s helped take two Australian tech companies into international markets – with all the wins and “what were we thinking?” moments that come with the ride. 

Recently at a panel event held at Everest Engineering, Paul shared his top five lessons learned, the kind you usually won’t hear on the polished conference circuit. These are real insights to help founders, go-to-market (GTM) teams, and business leaders expand with intention, not just ambition.  Watch the video here.

1. Product market fit at home doesn’t equal success overseas

Let’s start with the myth that trips up plenty of great Aussie businesses: nailing it locally means you’ll nail it globally. That’s not a guarantee though.  

At Aconex, Paul’s team learned this the hard way. In Australia, they were flying – the product resonated, the sales motion clicked, and the feedback loop was humming. But when they landed in the US, things didn’t translate.  

Why? Because the market dynamics were totally different.  

In the US: 

• The tech stack wasn’t the same. 
• The competitors were more specialised. 
• Basic construction workflows varied. 
• Industry language was different.  

What worked at home didn’t land there.

Don’t assume your Aussie ICP is a global template. For example, a mid-market ICP in Australia might be 50–200 staff, in the US, that could be niche. 

Tip: Rebuild your Ideal Customer Profile (ICP) and value proposition for each new region.

Your GTM motion needs to match the market. If you’re a small player entering a massive pond, don’t try to sell to everyone. Segment ruthlessly. Find a wedge and tailor your messaging. And yes – this is where good data matters. A sales intelligence tool like Firmable can help you zero in on the right accounts from day one, so your team isn’t wasting time on low-fit leads. 

2. Understand your economic drivers – and diagnose what’s actually broken

When you’re scaling into new markets, gut feel won’t cut it. You need a framework – a way to understand how your funnel behaves overseas compared to back home. 

Paul’s advice? Track your numbers like a hawk. It’s rarely just “the market is tough” – it’s more likely you haven’t figured out where the friction is. 

Ask: 

• Are we not generating enough demand? 
• Or is demand coming in, but we’re not converting? 
• If we’re not converting, where in the funnel is it breaking down? 

This diagnosis helps you course-correct without guesswork. Maybe it’s a top-of-funnel awareness issue. Or maybe you’re getting leads but your messaging isn’t resonating. 

Tip: Benchmark your international performance against your local model – but expect it to cost more and take longer.  

It’s about spotting the delta, not beating yourself up. 

3. Feedback loops don’t happen by magic – build them on purpose

In your home market, you just know things. You know the tone. You know what a buyer means when they say, “maybe later”. You pick up intel in meetings, chats, and events – sometimes without even realising it. 

Go overseas, and that natural intuition vanishes. 

Paul warns that feedback loops are one of the most under appreciated levers in global expansion. And they don’t just happen – especially when you’re miles away, working across time zones or languages. 

Tip: Set metrics and rhythms to build structured feedback from your new market.  

For example: 

• Run regular customer calls with a set of key questions. 
• Create a shared doc for frontline teams to log objections. 
• Capture deal notes with context – not just “lost because of price”. 

You might even need to over-invest in face time early. That could mean flying in, attending local events, or just picking up the phone more often than feels comfortable. 

4. Lead from the front – especially when the waters are unfamiliar

It’s easy to assume leadership just means ‘set the vision’ and ‘clear the roadblocks’. But when you’re pushing into a new region, Paul believes the role of leadership shifts. 

“You have to create confidence,” he says. “People need to see that this can be done.” 

When Aconex went global, Paul didn’t sit in HQ waiting for updates – he got on the phone to the team. He literally made a list of 30 people and started calling them, from the car, just having conversations. 

Tip: Get hands-on. Be visible. Help your GTM team understand what success looks like in the new region – and what adjustments they need to make. 

Even better? Consider relocating – at least temporarily. Having a founder or exec in-market can help with hiring, partnerships, and credibility. It sends a powerful message that this isn’t a side hustle – it’s a serious move. 

5. Don’t boil the ocean – start with a minimum viable team

One of the most common mistakes in global expansion? Over-engineering the rollout. 

You don’t need to build a full team, an office, and a local brand presence on day one. Instead, Paul suggests starting with a minimum viable team – around 5–6 people, who share the mission and can wear a few hats. 

These early hires should: 

• Be deeply aligned on your purpose. 
• Have the flexibility to build from scratch. 
• Be comfortable with ambiguity. 

Tip: Look for people who can build systems, not just run them.  

In the early days, you’ll need folks who can sell, market, collect feedback, and iterate – not just execute a playbook. 

And as the team grows? Make sure your alignment scales with it. Keep checking in: Does everyone understand the local playbook? Are we clear on our ICP? Is our messaging landing? 

Final thoughts: Go global with eyes wide open

Global expansion isn’t a checkbox. It’s a strategic, complex shift that requires deep thought, good systems, and (let’s be real) a few bumps along the way. 

But with the right lessons, the right people, and the right tools – it is doable. Paul Perrett’s journey proves it.

At Firmable, we’re here to help. Whether you’re refining your ICP for a new market, building a GTM engine, or simply trying to find your first 50 accounts in-region, accurate data and smart insights can make all the difference.