We’ve been thinking about US market entry as this abstract thing, but really it’s just relationships and momentum. When I started intentionally scaling introductions and organizing co-hosted events with US partners, everything shifted.
What I realized: I didn’t have to figure everything out alone. The right events—even small ones—create compound momentum. You meet Partner A, they introduce you to Partner B, you host an event with both of them where they also meet a potential customer. Suddenly you’ve got a network effect working in your favor. And you built it faster than any solo outreach could have.
We started with virtual events—small roundtables with maybe 8-10 people, a mix of US partners we were considering working with, American creators, and a few people from our core team. Nothing fancy. But the conversations were real, and introductions happened naturally.
One event led to two formal partnerships. One partnership led to three customer relationships. It’s not magic—it’s just that when you create structured space for the right people to talk, deals happen.
But I’m still optimizing this. How many events does it actually take to build meaningful momentum? What’s the right frequency? How do you structure events so they actually generate business, not just LinkedIn connections? How do you make sure you’re not burning through relationship capital hosting events that don’t move the needle?
For anyone who’s scaled partnerships through events—what worked? What totally flopped?
Oh, this is exactly my wheelhouse and I’m so glad you’re thinking about this intentionally.
Here’s what I’ve learned: the best events have a specific purpose and a tight guest list. You don’t want 100 people networking in circles. You want 10-12 people who can actually have conversations because you’ve been thoughtful about who’s in the room.
Structurally, I’d suggest a rhythm: one “discovery” event per quarter, then 1-2 smaller events monthly focused on specific topics or partnership opportunities. That’s enough momentum without burning people out on shows.
For the discovery events—mix the room intentionally. If you’re entering US market, have a few established US partners, a few creators, someone from media/press if possible, and maybe an investor or advisor. That diversity creates actual business-building conversations.
One thing that matters hugely: follow-up. I track who met whom, what they discussed, and I follow up within 48 hours with introductions or context. If Partner A and Customer B seemed aligned, I send them an email connecting the dots. That follow-up is where the magic actually happens.
Also—feed people. I’m serious. Events with good food and drinks have better conversations. People are more open, more willing to stay longer, more likely to exchange real contact information.
What’s your follow-up process like? Are you actively trying to turn event connections into relationships, or just leaving it to chance?
Events are useful for relationship-building, but you need to measure impact or you’re just spending money on lunches.
Here’s how I’d think about this: before you run an event, define what success looks like. Is it partnerships formed? Customer conversations booked? Introductions made? Set a target—“This event succeeds if we form one partnership and book three customer conversations.”
Then track it. After each event, document who met whom, what they discussed, and what action items came out. At the end of a quarter, you can see whether events are actually accelerating your market entry or just providing social energy.
Frequency question: I’d suggest monthly virtual events (low cost, easy logistics) plus one in-person event per quarter if you can swing the travel budget. Monthly keeps momentum, quarterly in-person deepens relationships.
But here’s the data point I’d highlight—you don’t need huge numbers of events. Five focused events over six months, intentionally designed with 10-12 people each, is way more efficient than twenty loose networking events.
One thing I’d measure obsessively: pipeline impact. Did event attendees actually become customers or close partners? Or were they just nice conversations? That determines whether the event ROI was worth it.
How many events have you run so far, and have you tracked actual business outcomes from them?
We’ve been experimenting with this for European expansion, and it’s been surprisingly effective.
Here’s what works: hosting events around specific pain points, not just general networking. We ran a “Scaling Operations Across Borders” roundtable with founders who’d done similar expansions, and it attracted the right people naturally because the topic was specific and relevant.
Frequency—I’d say one substantial event per quarter, then maybe one or two specific discovery lunches per month. More than that gets chaotic and expensive.
One thing I learned: the best events have a mix of people you know and people you don’t. If everyone in the room is your existing network, you’re not building anything new. Aim for 40% existing relationships, 60% new connections.
Also, timing matters. We ran a virtual event at 8am EST and got super low attendance. We switched to 7pm EST and people actually showed up. Small detail, but it matters.
The partner introductions piece is huge. Don’t try to do it all at the event. Use the event to identify who should know who, then do formal introductions via email afterward. That feels more intentional and gets better results.
How are you planning geographic events? Are you thinking one hub city or multiple?
Events are part of my business development strategy too, so I’ve seen what works and what doesn’t from both sides.
Here’s the blunt version: most events don’t work because they’re not solving a real problem for attendees. They feel like sales pitches disguised as networking.
What actually works: host events that would be valuable even if your company didn’t exist. Like, “Navigating US Regulations for International Startups” is a valuable event regardless. “Join Us for Pizza and Networking” is not.
For frequency: I’d go with quarterly events that are genuinely valuable, plus monthly or bi-weekly more informal roundtables if you have a core group interested.
Here’s what I measure: attendance rate (is there actual interest?), conversion rate (did attendees take meetings afterward?), and partnership rate (did actual deals happen?). If any of those are low, the event format isn’t working.
One practical thing: use events to qualify partners, not just to pitch to them. You’re evaluating whether you want to work with these people too. That mindset shift changes how you host them.
Also, partner logistics matter. If you’re asking US partners to attend, make it easy for them. Virtual or pay travel if it’s in-person. Clear agenda. Actual value. Otherwise, they have better things to do.
How are you planning to structure the value-add so attendees actually want to be there?
I love that you’re thinking about events because this is actually how I’ve built my creator network too. Small roundtables where creators and brands can actually talk are SO valuable.
From a creator perspective, the best events are ones where I’m not just being pitched to. I want to actually meet other creators, learn what’s working, understand what brands are looking for. If the event serves me, I’ll stay engaged.
For your events—definitely include creators, not just other founders and partners. Creators are the ones who actually execute campaigns, and getting their input early on market entry strategy is huge.
Frequency: I’d say events with creators specifically should be more frequent and smaller. Like monthly virtual roundtables with 6-8 creators, plus quarterly bigger events. Keeps the creator community engaged without overwhelming anyone.
One thing I’ve noticed—events where there’s some structure (like “each person shares one thing they learned this month”) work better than free-form networking. Gives people permission to participate even if they’re quieter.
Also, recording events and sharing clips helps people who couldn’t attend still benefit, which builds community.
Will you be involving creators in these events you’re planning, or more corporate partners?
Events are a channel, and like any channel, they should be strategically designed to accomplish specific objectives.
Here’s the framework I’d use: First, define your user acquisition goal for market entry. Let’s say it’s “secure three strategic partnerships and establish credibility with ten potential customers by month six.” Then, events should be designed to specifically move those metrics.
Structurally: quarterly flagship events (maybe in-person if budget allows) that attract CEOs and decision-makers. Monthly smaller roundtables targeting specific roles (CMO roundtables, CFO roundtables, etc.). That tiering ensures you’re reaching decision-makers while also building operational relationships.
For your co-hosted events specifically—partner on the hosting. That means shared responsibility, shared audience, and more credibility. If you host an event with a respected US partner, their network sees it as legitimate.
Frequency: I’d start with two events per quarter—one strategic/decision-maker level, one operational/tactical level. See if that moves your metrics. If not, adjust the format or audience mix, not necessarily the frequency.
Measurement: track partner pipeline at start of quarter vs. after events. Did events accelerate pipeline development? If yes, keep the format. If no, the event isn’t working strategically.
One final thought—events are expensive in terms of time and money. Make sure you’re not treating them as a feel-good tactic when what you actually need is more direct sales effort or a different type of partnership structure.
What’s your actual target outcome from events over the next six months?