Why Asia-Pacific should be a core market — and how to build it right.

The Challenge

For many U.S. and European companies, Asia-Pacific should account for 25–40% of global business in

the coming decade. Yet most fail to achieve that potential.

- Treating APAC like a side market instead of a strategic priority - Underestimating the complexity of

regulations, logistics, and cultural differences - Assuming the same sales playbook that worked in the

West will work in Asia

The result: wasted investment, missed opportunities, and stalled growth.

My Role

Over the past 15 years, I’ve helped companies succeed where others stall. Operating from Singapore,

with resources in Taiwan, South Korea, Japan, and India, and a trusted reseller network across the

region, I’ve built APAC strategies that drive sustainable growth.

- Designing regional go-to-market strategies tailored to each country - Building distribution and partner

networks to expand reach - Recruiting, training, and leading diverse sales teams - Advising leadership

on navigating regulations, IP challenges, and cultural barriers

The Results

- Grew APAC into a core revenue driver rather than a secondary market - Established lasting

partnerships with trusted local distributors and resellers - Avoided costly mistakes by adapting

strategies to cultural and regulatory realities - Built sustainable operations that continue to scale without

constant reinvention

Key Takeaway

Copying what worked in the U.S. or Europe doesn’t work in APAC. Success requires local knowledge,

trusted partnerships, and strategies designed for the region. That’s where MDK Global comes in.

Let’s Build It Right

If APAC is on your roadmap, I can help you develop the right strategy, build and manage partner

networks, and drive execution as your Fractional VP of Sales.