When two renewable energy services companies from Europe and Asia formed a joint venture, they faced a crucial question: how to expand successfully into the North American market. I was brought in as a consultant to guide this effort. The project was confidential, but the lessons are broadly applicable.
Geographic expansion is inherently complex. That complexity is magnified when two companies with different corporate cultures, histories, and risk tolerances must align under a joint venture. The challenge wasn’t simply entering a new region—it was creating a unified go-to-market (GTM) strategy that reflected the strengths of both partners while adapting to the realities of North America.
Leveraging my experience in renewable energy GTM strategies, I worked with the JV leadership to:
Identify market-specific risks and opportunities distinct from their European and Asian experiences.
Analyze the competitive landscape to pinpoint primary competitors, market gaps, and potential partners.
Tailor messaging and positioning to resonate with North American buyers, who often evaluate value differently than their counterparts abroad.
Conduct comprehensive risk assessments, including legal, operational, and financial considerations across diverse state-level regulatory environments.
The focus was not just on combining capabilities, but on crafting a unified story—one that aligned with investor expectations, regulatory frameworks, and the unique demands of North American energy markets.
The final GTM strategy positioned the joint venture as a formidable new entrant in North America. Within months of launch, the JV achieved significant milestones:
Securing key contracts with major energy players.
Establishing strategic partnerships to accelerate growth.
Building a foundation for future geographic expansion, including opportunities in South America.
This project underscored several truths about renewable energy expansion:
Tailored, market-specific strategies outperform “copy-paste” approaches from other regions.
Success in joint ventures depends on the ability to harmonize corporate cultures without diluting the overall vision.
Risk assessments and regulatory adaptation are not obstacles—they are strategic levers for building resilience.
Strategic takeaway: For renewable energy companies entering new geographies, success hinges on more than capital and capability. It requires a unified story, a deep understanding of local dynamics, and the discipline to align diverse corporate cultures around a market-specific strategy.