When Jason Quinn landed in Europe back in 2008, he was the youngest of five American expats being deployed by digital disrupter SMB printer Vistaprint of Boston, Mass.

For the next 5 years, Quinn would be involved in a string of business acquisitions that would grow the digital printer’s European revenues from nothing to more than $500 million annually.

Based in Barcelona, Quinn spent roughly 3 weeks of every month traveling to other parts of Europe to evaluate the operations of different businesses as he and other executives sought to determine whether there was a solid business case for acquiring a company.

“I had the luxury of seeing into firms at both the executive and middle management levels, so I was able to acquire an understanding of how the executive team was operating and how the decisions that they would make would trickle down within the operation,” explains Quinn, who adds that as deal activity grew, Vistaprint ended up deploying a corporate development team from Paris to complete some of the initial due diligence.  

As the number of acquisition candidates grew, Quinn was tasked with taking a deeper dive into a target company’s operations, so he would often spend a number of days with company’s leadership team in order to better assess whether there could be a cultural fit.

“’Can this be one plus one equals three?’ would usually be the question that you were trying to answer,” continues Quinn, who points out that the answer to this hypothetical query was also dependent on whether his team believed that the acquisition candidate would succeed post-merger under a flat management model.

“We believed that flatter was better and that this was really an efficient way to grow,” comments Quinn, who notes that along the way he acquired a deeper understanding of manufacturing logistics as well as the pre- and post-sale dynamics of go-to-market strategies for both B2B and B2C companies.

However, his central role would always center on supplying the answer to the question of whether there was a strong business case for advancing a potential deal.

“When they brought something to the table through the pipeline, I would vet the business case first from our ability to execute it and then from a cultural perspective,” recalls Quinn, who stresses the significance of understanding and respecting cultural norms as well as local competitors.

Says Quinn: “If you’re going to go international, you must go all in and be prepared to make the investments to win in local markets because you’ll be facing local competition within their own primary market.” –Jack Sweeney