A CFOs checklist for going international

On Friday we hit the 25,000 subscriber mark. Pretty wild that there are that many people who are down to jam on SaaS metrics, business models, and monetization strategies each week. I started writing this “playbook” of sorts for myself, and found a tribe of people who are interested in the same stuff along the way.

And since we’re all numbers people… for context, this means we could sell out Madison Square Garden every Tuesday at 7:22 AM EST…and 4,211 of you would be stuck drinking Miller Lites in the parking lot.

You’ve all inspired me to hone my craft, while having fun along the way.

The entire editorial staff, including Editor in Chief Walter (and our new intern), thank you for your support.

Here’s to 50,000… See ya there.

Becoming a global firm is an aspiration for many employees and executives. It’s validation that you’ve achieved product market fit, regardless of geographic borders, and a chance to plant your flag overseas, ideally before your competitors can do so.

But it’s not all crepes and clams casino when you decide to go worldwide. It’s a web of administrative decisions that all tie back to your overarching cultural approach to expansion.

Said another way, you don't want to act like a US company operating in Belgium; you want to act like a Belgian org that just happens to have a US headquarters.

How you build your back office, design your hiring strategy, and localize your technology all go into building trust with local workers and customers. Here’s what I’d suggest you investigate before making a major investment abroad.