Enter for the partner, not the market size
The right first market is the one where you can find and hold a distributor — not the biggest number on the slide. A large market with a weak partner is a worse bet than a modest one you can manage.
Market entry & fractional GTM
I get products into new markets — and build the revenue motion that sells them
Fractional sales, marketing and market-entry leadership for medical device companies and health-tech startups. A decade inside commercial teams, in four company shapes: country launch, multi-market scale, channel build, and 0→1 export.
01 / Two practices
Choose the side that fits
An established manufacturer and an early-stage team need different things from the same quarter. One needs a region built; the other needs a commercial seat filled. Start on the side that matches yours.
For established companies
Medical device & dental companies
You have a product selling in one place and you need it selling in another — a new country, a new region, or a new channel, anywhere in the world. You need the entry plan, the partner network and the pricing to carry it.
- New market entry & country launch
- Distributor and partner search
- Sales leadership & channel management
- Strategy, pricing & demand generation
Startups & early-stage health-tech
You need a senior commercial operator in the room — fractional, part-time, accountable — to build the go-to-market motion, sharpen the pitch, or prove the market before you scale the spend.
- Fractional CSO / Head of Sales / GTM
- Fundraising narrative & pitch preparation
- PMF & go-to-market validation
02 / Record
Distributor network
15+
countries reached with the channel programs built
Two separate channel builds, each from zero.
Sales growth
~300%
year-on-year regional sales growth
Across a multi-country region, in one role.
Market openings
9
new Asia-Pacific markets opened
One engagement, nine markets, same playbook.
Export share
10%
of total company sales reached by implant exports — doubled
A traditional exporter going direct for the first time.
Breadth
4company shapes
A dental imaging manufacturer, a dental software company, a traditional implant exporter, and a venture builder — one commercial playbook, four different starting points.
03 / Approach
What I believe about entering a new market
Three beliefs, each one traceable to something I have actually done. This is a point of view, not a methodology deck.
Price before you promote
Entry pricing sets the ceiling for everything after it. Decide it before the launch budget, because no amount of marketing recovers a price the channel cannot carry.
A market without a scoreboard is a story
If the first country is not measured market by market, every country after it starts from zero. Instrument the funnel before the first order, not after the third.
Design the exit on day one
A fractional seat should end well. The handover pack, the scorecards and the hire are part of the plan from the beginning — not a conversation you have when the retainer runs out.
04 / Insights
Notes on getting a product into a new market
Practical writing on market entry, distributor networks and pricing — drawn from a decade of doing it in Korea and across Asia-Pacific.
Choosing your first Asian market: the channel test
6 min read
What fifteen countries taught me about distributor pricing
8 min read
Why your Korea launch needs a pricing decision before a marketing budget
5 min read
05 / Next step
Tell me which market you are trying to enter
A short call is enough to work out whether a market-entry sprint makes sense, or whether you are better off hiring directly. No deck required.
Prefer to write first?
devin@devingraber.comReply within two business days, from me rather than a sequence.