Expanding an innovation studio to Dutch and German markets

Key results

Successfully established Acid Tango in the Dutch and German markets, building a strong client base and enhancing our presence in Northern Europe.

230%

33%

more clients than planned in 6 months

revenue increase in 1 year

Project overview

Between 2019 and 2020—yes, right before Covid— I was tasked with leading the expansion of Acid Tango, a Madrid-based innovation studio, into the Netherlands to establish a strong foothold in the Benelux and German markets.

Working closely with the CEO and CTO, I led all aspects of market entry, from in-depth competitor research to identifying key innovation hubs and potential partners. My objective was to determine if there was a need for our services and how we could position ourselves as a unique player in a competitive landscape.

Objective

The goal was to establish Acid Tango’s presence in Northern Europe, with a focus on building brand awareness and securing valuable client engagements in the Benelux and German markets.

Why these regions? We knew Amsterdam and Berlin are top European hubs for digital innovation and entrepreneurship, attracting tech-driven companies and a vibrant startup ecosystem. Even before officially expanding, we’d noticed growing interest, with requests for proposals already coming in from companies based in these locations. This initial traction signaled a real demand for Acid Tango’s expertise in digital product development.

Our target was to secure at least three high-value clients within the first six months. These early partnerships would provide critical case studies and proof points for our capabilities and establish a foundation for Acid Tango’s reputation in Northern Europe.

Strategy

As Acid Tango’s CMO, I designed a comprehensive go-to-market strategy rooted in understanding local market dynamics and the competitive landscape. This included:

Competitor analysis: To identify our positioning opportunities, I conducted a deep-dive analysis of both local and regional competitors, examining their service offerings, pricing, client base, and brand positioning. This analysis revealed key differentiators for Acid Tango, particularly our agile approach and deep expertise in digital product innovation, which was less prominent among competitors.
Local partnerships: Recognising Amsterdam and Berlin as influential tech ecosystems, I mapped out key innovation hubs, co-working spaces, and startup communities that could serve as gateways into the local tech scene. I also identified high-impact events, meetups, and accelerator programs in these cities to build brand awareness and establish valuable industry connections. Notable co-working spaces like B. Amsterdam and Spaces provided entry points to engage with entrepreneurs and tech innovators directly. Additionally, I targeted prominent events, such as The Next Web Conference and Amsterdam Capital Week, which attract thought leaders and decision-makers from across Europe. By participating in these events and attending meetups and accelerator programs like Startupbootcamp, we were able to boost brand visibility and establish valuable connections with industry influencers.
Media and PR outreach: Building credibility through regional media channels was essential for our market entry. I collaborated with Northern European outlets known for their strong readership among tech entrepreneurs and business leaders, including Iamsterdam, Sifted, Silicon Canals, and MT/Sprout. These publications enabled us to share Acid Tango’s success stories and expertise, effectively showcasing our achievements in Spain and our readiness to support digital innovation in Northern Europe. By positioning Acid Tango as a knowledgeable and trustworthy partner, we fostered a positive perception of our brand among target clients.
Localised marketing assets: Understanding that each market values different aspects of service and expertise, I tailored our communication strategy to resonate with Northern European clients. This involved crafting proposals, pitches, and marketing materials that emphasised Acid Tango’s flexibility, technical expertise, and commitment to driving client success.

Each element of this strategy worked together to build a multi-faceted market entry approach, ensuring that Acid Tango’s brand could resonate deeply with local audiences while differentiating itself in a highly competitive landscape.

Results

Secured 4 high-value clients within the first six months, 1 more than our initial goal, including a €150,000 project with a German fintech startup and a €100,000 collaboration with a Dutch SaaS company specializing in HR tech. These partnerships provided critical case studies, helping us gain traction in the competitive Northern European market.
Achieved a 230% increase in revenue from the Dutch and German markets within the first year by targeting high-potential clients. Most of them operated in the SaaS industry.
Collaborated with Iamsterdam and Silicon Canals, which collectively reached over 700,000 readers.
Generated over 25 high-intent sales-qualified leads from our participation in high-profile events such as The Next Web Conference and Amsterdam Capital Week. These leads resulted in several follow-up meetings and concrete project proposals.
Opened a new office in the centre of Amsterdam right after the first lockdown, having consolidated our initial client base. We also hired a dedicated sales country manager to oversee local operations and foster long-term client relationships.
Laid the groundwork for further European expansion by creating a scalable market entry model, which we planned to adapt to other regions, including Scandinavia and other high-growth markets.

Unfortunately, due to the pandemic, the innovation ecosystem in Europe was severely impacted, with many clients postponing or pausing projects. As a result, one year later, we made the difficult decision to close the Amsterdam office and pivot to a more flexible operational model.

What I would have done differently

Focus on our ideal customer: Initially, our approach was too broad—we aimed at multiple industries without a clear focus. Once we realised that most of our traction and client interest came from the SaaS sector, it would have made sense to concentrate our resources there. Narrowing our focus sooner would have allowed us to tailor our messaging and offerings more precisely, establishing a stronger foothold in a market where we clearly had an advantage.
Prioritise networking over PR. While media coverage gave us visibility, I found that attending networking events was far more effective and budget-friendly. Meeting potential clients and partners directly through events, and even hosting casual soirees at co-working spaces and innovation hubs, yielded deeper connections and generated more qualified leads. Personally, I would have reduced our PR spend in favor of these high-impact, relationship-driven events.
Better team coordination. A huge internal challenge we faced was the friction between our sales team in Spain and the newly hired sales manager in Amsterdam. While this issue wasn’t directly within the marketing team’s control, it had a noticeable impact on our market entry efforts. The lack of alignment sometimes led to mixed messages, inconsistent client outreach, and missed opportunities of MQLs, which affected our overall brand perception. In hindsight, I would have advocated for a different work structure, including regular alignment checkpoints between the people involved.