7 Essentials for Hiring a Go-to-Market Consultant for Your Startup
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A startup founder recently asked me what an early-stage AI startup should look for when hiring a revenue (go-to-market) consultant or advisor for the Japan market. It’s a question I’ve thought a lot about and have answered on more than one occasion.
While this article is written in the context of Japan, these insights apply broadly across Asia Pacific—and in many cases, globally.
Here’s my list of 7 essentials to look for when hiring a go-to-market consultant or advisor to accelerate revenue growth:
1. Track Record of Startup Revenue Wins
If you're hiring someone to drive revenue, they should have a clear and proven track record. This may seem obvious, but surprisingly it often isn’t.
They should be able to point to real-world examples of signing customers and expanding accounts—with a trail of logos, testimonials, and case studies to back it up. No vague claims. Just results.
2. Experience Closing Deals for Early-Stage Startups
Maybe they’ve closed deals before but not for early-stage startups. That’s a red flag.
The playbook for introducing early-stage solutions to enterprise customers is completely different from that of a mature product. If you're building an early-stage AI product, the person should have relevant experience in that context, ideally with similar technologies.
Early-stage products often lack brand recognition, social proof, or fully defined use cases—especially in AI. You're not just selling a solution; you're selling vision, trust, and a roadmap. That requires a very different approach.
3. Startup Operating and Revenue Scaling Experience
If they don’t have startup experience, you’ll likely feel a disconnect. Integration with your team, culture, and pace will be much harder.
I remember the "culture shock" I experienced moving from a very large management consulting firm to a boutique one, and again when I entered the Bay Area startup world. Startups are different.
If you're a 30–40 person company, you want someone who’s worked in an environment like that—who speaks the same language and knows how to be resourceful, juggle competing priorities, and move fast.
Bonus points if they’ve supported revenue scaling at 4–5x speed. Not everyone can keep up with that kind of trajectory, let alone enjoy the thrill and madness of the ride.
4. Experience Working with Founders and Revenue Leaders
Related to the above: have they worked directly with startup founders, executives, and heads of revenue or sales?
If yes, communication and collaboration will be smoother. If not, expect friction or misalignment. Understanding how startup leadership teams operate is critical for a GTM consultant or advisor to deliver meaningful impact.
5. Understanding of AI, GenAI, and Startup Technology Trends
They don’t need to be an engineer, but they should be able to speak confidently about topics like AI, generative AI (GenAI), and adjacent technology trends relevant to your product.
If they don’t understand your product, your vision, and where it's headed, they’ll struggle to help you connect with enterprise customers.
6. Revenue Expertise Across Sales, BD, Partnerships, and Marketing
A strong GTM consultant understands the full spectrum of revenue levers: sales, business development (BD), partnerships, and marketing.
They should know how these functions work together to build pipeline and close deals. For me, the metric is simple: revenue. How many new customers, expanded accounts, or revenue-generating partnerships have I helped land?
Can they point to specific deals they were directly involved in? Can they demonstrate meaningful revenue outcomes—not just activity?
7. A Proven Network That Converts in Japan and the Asia Pacific
Having a network is great. But can that network actually turn into signing customers or partners?
Here’s the checklist I recommend:
Do they know Japanese corporations that buy foreign startup technology?
Do they know the right people in those companies, actual buyers and end users?
Are those contacts English-speaking? (If they’re buying foreign startup tech, this is usually necessary.)
Do they have relationships with innovation, digital, new business, or CVC teams—groups tasked with sourcing new technology?
Can they demonstrate connections across levels, from C-suite to middle management to end users?
One thing I’ve been reflecting on lately: knowing a lot of people at Japanese companies doesn’t necessarily mean that person can sign customers or partners. Many people know people. Fewer can successfully broker mutually beneficial partnerships.
A Word of Caution
While I haven’t personally experienced this, I’ve heard from others that some consultants or advisors may overstate their network or influence. Be discerning, and verify their claims carefully.
In Closing
I hope this is helpful for founders and heads of revenue or sales who are considering bringing on a GTM consultant or advisor. Ultimately, the right person becomes an invaluable collaborator—a trusted thought partner who seamlessly integrates with your leadership and teams.