From Opening One Market to Running Three Continents

1. You were the first person Breezeway hired in Europe back in 2022, tasked with opening the EMEA market from scratch. Now you lead the entire international sales organisation across EMEA, APAC and LATAM. What changes when you go from personally opening one market to running a sales engine across three continents at once?

The biggest shift is that I stopped being the answer and started being the person who builds and supports the team of people who are.

When I opened EMEA in 2022, my job was to be in every call, every meeting, write every email, and figure out in real-time what worked with a UK property manager versus a Spanish one. That’s a job of instinct and hustle. Running EMEA, APAC and LATAM together is a job of systems: which parts of the playbook are universal, which parts need to be refined market-by-market, and how I give local teams enough autonomy to understand their own market without losing the muscle that made the original approach successful. I also had to become comfortable with a kind of distance I didn’t have before — I’m no longer the best-informed person in the room about what’s happening on the ground in any one market, and I have to trust my team. I’ve hired an incredible team who informs me about what each market requires, including when the playbook isn’t working.

2. Your 2025 numbers show France growing 231% year over year against the UK’s 20%, with similarly wide gaps across other territories you launched. When the growth curves diverge that sharply between markets you built with the same playbook, how do you tell whether the difference is market readiness or something you need to fix in execution?

In France’s case, the honest answer is that the 231% growth wasn’t really about market readiness or an execution issue — it was about investment. We’d always had French companies finding their way to Breezeway, but we’d never actually invested heavily in France as a market. Last year, we changed that. We invested in better understanding the market, speaking with French companies, and understanding what they actually needed. That’s a fundamentally different starting point from a market like the UK, where we’d already been operating for years. So naturally, the growth curves were never going to look the same.

That’s actually the first question I ask when I see a divergence that large: did this market get the same level of investment as the others, or are we comparing a market we just went all-in on with one that’s been running on autopilot for years?

Once I’ve ruled that out, I look at what’s happening underneath the headline growth numbers — pipeline velocity, win rates, deal size, sales ramp time, and conversion — market-by-market.

If a market has had the full investment and localization treatment and is still lagging, or if a mature market like the UK is weakening across those underlying metrics rather than simply showing a smaller percentage increase off a larger base, that’s when I start treating it as an execution issue rather than a natural difference in growth stage.

3. Breezeway secured a strategic growth investment from Resurgens this year specifically to deepen its AI capabilities and accelerate global expansion. As the person leading that expansion commercially, has the investment changed the pitch your team makes to property managers, or is the sell still fundamentally about the operational pain Breezeway already solves?

The pitch hasn’t changed at its core. Property managers aren’t buying us because of who’s on our cap table, they’re buying us because turnover coordination, maintenance, and quality control are eating their teams alive, and we solve for that. What the Resurgens investment does change is the credibility of the conversation around what’s coming next. When we’re in a longer enterprise or multi-country deal, buyers are evaluating us on durability as much as features, and being able to point to a growth investment specifically earmarked for deepening AI capabilities gives them confidence they’re not betting on a vendor that will stall out. So the sale is still fundamentally about the operational pain, but the investment gives that conversation more weight when the buyer is asking “will this company still be pushing the product forward in three years.”

4. You have gone from being a top-performing individual seller to hiring and coaching an entire international team. What do you actually look for in a salesperson who has to sell operations software, not a flashy product, to property managers who are already stretched thin?

I look for curiosity before I look for polish. Operations software doesn’t sell itself on excitement. It requires someone who is genuinely interested in how a property manager’s day actually breaks down, where the friction is, and why the current workaround isn’t good enough anymore. The property managers we talk to are usually exhausted and skeptical of anything that sounds like more work to implement, so I need people who are patient enough to run a consultative, sometimes slower sales cycle instead of chasing a quick close. Resilience matters more than charisma. And because I’m hiring across very different markets, I also weigh local fluency heavily; someone who understands how trust gets built and how decisions actually get made in their market, not just someone who can execute a script written for a different one.