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Austin, Texas, United States
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Explore more posts
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JR Butler
I meet and talk with 5-10 of the greatest GTM minds on the planet every week. CRO’s, VPs of Sales, CMO’s. 100% agree that getting outbound right is one of the hardest parts of their business, why? 1. Recruiting is hard again The same voices that sold tech sales as an easy path to 6 figures are now the voices saying the BDR role is dead. They sold a bill of goods to people who didn’t understand how hard this role is, are surprised these people who chose a path because it was sold as “easy” aren’t performing, and now have ulterior motives to pivot to a new message. Hard jobs are hard to recruit for. 2. Lack of Leadership 2020 through mid 2022 we had a bunch of capital bloat and talent bloat enter the market. Just like we have overvalued “zombie” companies we have overvalued “zombie” leaders who don’t know how to coach good habits for this type of market. Outbound was easy from 2014ish to summer 2022. 8 years is a long time, most of the voices we hear only know those times or only know what type of sales motion. 3. Absolute statements muddy the waters I've been around the block enough to click on their profile and see their track record. 99.9% of folks make these statements only sold transactional commodity technology, sold to GTM teams, or in most cases – only both. What works depends on multiple factors: ASP, buyer persona, and complexity of your sales process/customer’s buying process. Depending on what you sell – sometimes you are going to need to pick up the phone or send a note to get someone’s attention. That will NEVER change. 4. Generational consideration for career pathing is key BDR is still hands down the best route to market for future AE’s. You have to learn to prospect and get meetings before you can run a meeting, qualify, and manage a deal. No argument from me on CAC math – thousands of products require veracious qualification, deal management, and creating customer consensus. You can not run those types of deals and prospect. If any Voice had EVER done that type of role or ran a team that did, they wouldn’t say what they are. For BDRs to stick around for more than 14 months, you need steps in the BDR path where comp, responsibility and role grow over time. 5. Results are tanking Point 1&2. You are the equivalent of a fire fighter that starts a fire then takes the glory when you put it out. I absolutely loved the movie Backdraft – but stop it. These are the ideas of “not famous” GTM people. People who spend all day serving their customer and developing their people – not posting on this platform. They don’t care about clicks, followers, or impressions. They care about revenue and earnings. Outbound is hard. It (almost) always has been. Ya’ll need to block the noise and focus on what works for your business and try everything. Even the hard stuff. #AllGasNoBrakes #DialedIn
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Turner Novak
Advice for raising your first VC fund from Nichole Wischoff, who grew up on food stamps in Arkansas and closed her $20 million Fund 2 in 2022. 1) Get in the mix. Get in the culture. Start building your network. Show up to events, meet people, ask questions, and start helping them. 2) Share. When you meet an interesting founder, connect them with people who can help. Connect them to investors you want to get to know better to build the strength of your own network. 3) When raising a fund, LP relationships are sacred. Build trust with your network over time through steps 1 and 2 above before raising a fund. "Get as close to the nucleus of what’s going on as you can” Nichole is one of the most interesting people I’ve met in the past few years. She grew up on food stamps in Arkansas and recently raised a $20 million Fund 2 for Wischoff Ventures. Listen to her full story + all her actionable advice for others in the comments 👇
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Mike Molinet 🦉
The best operators say "No" a lot. The worst operators say "No" a lot. The difference between the two is knowing WHAT to say "No" to. Too many times as a founder I've immediately said "No" to an opportunity or an idea someone brought up because I was focused on the WORK it'd create or the TIME it'd take - not the VALUE it'd bring. Maybe I was busy. Or I was stressed. Or I just didn't want to consider change. So I shut the idea down. Bad mindset ❗ Some of those probably still should've been "No". But some of those should have definitely been a "Yes". And what I've learned is it's not about *how much* you say Yes or No. It's about learning WHAT to say No to. The most effective people I know are good at saying no to low-value distractions, to red herrings, to tarpit ideas. Questions I ask myself to evaluate whether something is good No or a bad No ⬇ 1. Am I saying No without properly hearing the idea? 2. Am I too stressed or busy to consider it in totality? 3. Am I thinking about the IMPACT it'll have rather than the WORK it'll create? Say No a lot - it makes a difference. Just make sure you're saying No to the right things.
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Tony Knopp
Three Things I Learned In SaaS, Sports, Tech, & Live Events: 1. They really will steal from you. In the early days of TicketManager, we’d get calls from “Strategics” looking to “learn more” or “invest.” They’ll say things like they “have sincere interest” to get you to let your guard down. Everyone around us told us this was normal. Don’t be too guarded. Just build and trust that they won’t steal from you. They almost shamed us for being so arrogant as to think others would take their time to steal from us. They were wrong. They all stole from us. GMR, a major agency, feigned interest and even attended our customer conference in the mid-10's. They hit the market with a copycat just over a year later. MSG took us to the contract phase—even assigning a project manager—and then built a cheap copy that looks exactly like our tech. The UI is so similar. A private equity software currently for sale told us, after we rebuked their interest following two months of diligence, they were going to build a competing product. I respect they did. A major, now public, ticket marketplace spent months in diligence with us then, in the StubHub case six years later, tried to testify they didn’t have “any real interest” in doing the deal and their IOI was “just preliminary.” (On the bright side, they were a star witness for us. They tried to bury us and it was so gross it backfired.) And StubHub spent two months feigning interest in us before deliberately trying to crush our business, leading to four years in court and a $16m judgment. Investors and bankers are wrong. Guard it all and protect yourself. Yes, some sell and that’s the process, but others are just phishing. Protect your fish as best you can. 2. "I don’t give b--w jobs but I know when it's being done wrong"- Bill Maher. When starting a business or becoming a new leader, there is so much pressure to let your team do their job and trust the experts around you. And that's great advice - most all of the time. But….there will be times those teammates or advisors have bad ideas. And you know they're bad ideas. When that happened, I found it hard to stand up for myself. An example: Back in 2013, right before we signed our largest customer, two of our advisors were adamant we sell the business for $10m and "find something more scalable." They spent an entire drive to dinner trying to convince us it was the right course of action and leaning on their vast experiences. I'm glad we didn't listen. 3. Scott Galloway is wrong: Part one million Walking through baggage claim on Wednesday returning from the All-Star Game I mentioned to my wife I'd be working long hours the next few days as I'd been out of the office Monday and Tuesday. Her response: "Tony, I didn't see you. You were at work events from the minute we landed" Ignore the cynics. They only know their own path. Do what you love and you won't work a day in your life.
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John Thackston
Most sales and QBR decks look like an amateur put them together. That is likely because the AE/SE/CSM did 98% of the content. I have reviewed over 500 sales/qbr decks this year. There are an average of 4 very nice corporate slides and 25 that look like Cookie Monster made them. If you sell to mid market+ accounts, hire a slide designer. It’ll cost you a couple thousand dollars a year and it will make you stand WAY out compared to your competition.
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Dave Gerhardt
How to use VIP dinners to drive pipeline. Here's a playbook for running dinners to win B2B customers... Each week I have a guest on the Exit Five podcast share something specific, tactical, and useful they are doing in their jobs right now. Natalie Taylor is head of marketing at Capsule (video editing tool) and one of their best early revenue plays has been small, targeted dinners with a mix of customers and prospects. I asked Natalie to share the exact process they use for dinners - how they decide who to invite, what the format of the dinner is ... basically everything except what's on the food menu. Here's a clip (you can find the full episode on YouTube, Spotify, Apple Podcasts) this was episode 162 "How to use VIP dinners to drive pipeline"
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65 Comments -
Fred Killingsworth
🚀 Partnerships have been super valuable throughout my career and are the backbone of many B2B companies. Last week instead of going fishing on my birthday week, I went to Austin for the ELG Con to learn and have some fun connecting with other business leaders. ELG stands for Ecosystem Lead Growth, which is all about alliances, partnerships, and channel sales. If you are interested, I’ll share top 10 challenges I heard, and then follow up with 17 steps for strategic partnerships at the end. A couple hundred people and I spent two days networking and learning from a bunch of business leaders from different industries. We were all interested in growing our businesses through partnerships, channels, and alliances. 🤝 It was a great time to make new friends, learn about new tools, share our experiences, and have some great conversations. We even heard about the latest and greatest in partnership enablement and the challenges that companies big and small are facing. There were some great speakers from Gong, Stripe Tim Tsao, Cloudera Steve Moroski, Drata Sydney Sloan, Typeset Kristen Habacht, Bob Moore and more. As someone with a lot of experience in building strategic sales, partnerships, and go-to-market strategies, I was excited to learn what is new in the partnership world. 🌟 The conference was organized by Crossbeam, a platform that helps companies share data to efficiently enable partnerships to collaborate. They put on a great event and did a good job of creating a welcoming and collaborative learning, networking, and community environment. It was great to connect with other business leaders and hear firsthand what's working and what's not. The location and ambiance was first class at the Austin Proper Hotel I highly recommend it. 🏨 #10 biggest challenging themes: 🔹 Partnership strategy 🔹 Partnership management practices and reporting 🔹 Partnership tech stack 🔹 Partnership activation and marketing plan best practices 🔹 De-Risking partnerships that represent significant company revenue 🔹 Activating Cloud Service Provider marketplace!! 🔹 Lack of budget and resources 🔹 Disconnected partnership KPIs from business objectives 🔹 No business objectives or performance standards 🔹 Unfamiliar with the breadth of partnership commercial models and options Common advice was about being selective and prioritize the strategic and engaged partners to go deeper versus wider. 🤔 It is easier said than done. I’m finalizing a ppt on strategy. If you would like a copy message me or leave a comment and I’ll send as soon as it is complete. 📊✨ Lastly it is always great to make new friends Jonathan Kingsepp Piyush Patel Robyn Fisher Michelle Billodeau, JD Gary Morris Jason Howie Vanesa Damiani Rob Rebholz Adam Jackson Bob Lamkin Shubhra Ganguly Melissa Sarver #Partnerships #B2B #ChannelSales #BusinessGrowth #Networking #Marketing #SalesStrategy #Austin #ELGCon #BusinessLeaders #GoToMarket #Collaboration #Learning #BusinessSuccess #marketplaces
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Ryan Flannelly
Are you looking to hire a Director of Product who is a B2B pro for SaaS companies?! Let's set you up with a time to speak with this candidate! 💠 FlanStaff - Director of Product - Texas/Remote 💠 Headhunter Notes - This candidate is a Product Pro! She has led product teams as large as 35 people. She has worked for large companies as well as small to mid sized companies. She is an expert when it comes to B2B and is super comfortable speaking with clients and has run products from Zero to One several times. She is located out of McKinney, TX and is comfortable with a hybrid or remote opportunity. Resume Notes: 💠 Proven Leadership in Product Management: Successfully directed product vision and strategy across multiple companies, leading high-performing teams to deliver transformative solutions and drive revenue growth. 💠 Expertise in AI and Cutting-edge Technologies: Implemented advanced technologies, including AI Sentiment Analysis and generative AI, to enhance customer interactions and operational efficiency, improving response times and service quality. 💠 Successful Product Lifecycle Management: Managed end-to-end product lifecycle processes, from market research and discovery to competitive intelligence and go-to-market strategies, ensuring successful product launches and market penetration. 💠 Strong Strategic Planning and Execution: Developed and executed comprehensive product strategies, integrating new acquisitions, and aligning cross-functional teams to achieve business objectives and enhance user experience. 💠 Award-winning Product Innovation: Recognized with multiple awards for outstanding contributions in product management, including generating significant revenue through innovative product introductions and successful market strategies. #ProductManagement #Hiring #DirectorOfProduct #SaaS #TechJobs #B2B #RemoteWork #ProductLeadership #Innovation #AI #hiring #Imhiring #Product
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Evan Huck
I believe the inability to prove ROI is the single biggest blocker right now in getting a sale across the line. And there's now evidence to prove this... TrustRadius just released their 2024 B2B Buying Disconnect Report, which found that 71% of buyers end up purchasing the top option on their short list (ie the list they made before they started doing real research and talking to vendors and peers). Additionally, 47% of enterprise buyers said they wished it was easier to calculate ROI. What these two stats together mean to me: - In this turbulent market where budgets are tight, buyers are understandingly very risk averse - and so they are choosing solutions that are well known (and likely more established and "safer" vendors that their boss/CFO knows), and the sales process isn't really changing their opinion. - Emerging vendors aren't doing a good job with the content and sales process to change any buyer's minds, and prove that they have something better than the incumbent worth taking a slight risk on. One big part of this is not being able to show relevant, specific, evidence and success stories that they've delivered success in a similar industry, company size, region, use-case, etc. - Competitive enablement needs to be much more of a focus. While one finding of this report is investing in Brand is important so you make the top of the shortlist -- if you're an emerging vendor - you're not going to outspend the incumbent on Brand - so while important, it's not really an actionable strategy for a lot of smaller companies. What is actionable is harnessing the voice of your happy customers, to get super granular and authentic proof from customers that did switch from these incumbents. Evidence that talks about why you're better/different, what it's like to switch/migrate etc. - Buyers don't believe your (or your Forrester TEI's) 438% ROI claim. It's too broad, it's unbelievable, it's unsubstantiated, and not specific to your exact business and use-case. We need to break the ROI/value argument up into more realistic and believable sub-components (eg hours saved per week, improvements in win rates, FTE salary deferred, etc) that build into a more credible ROI/value narrative. Also - we can't just make sh*t up and pull numbers out of thin air, and pointing to one hand-curated reference customer isn't sufficient evidence, it's anecdotal at best, and a biased sample at worst. Showing more broad-based, relevant, statistically significant samplings of customer success will earn more trust that you've delivered ROI across lots of customers, not just one. Anyway check out the report (link in comments) - there's some great insights in there that should make you rethink how you sell and market.
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Chip Longenecker
Yesterday PitchBook dropped some new data showing Q2 activity up, and Modern Retail and Anna Hensel published a great article on Zombie brands. Sean Frank summarized it well. So what is the actual state of affairs? Do things suck? Or do things not suck? My take: We live in too much of a black and white world. Nuance and grey area are important. Take the Non-Alcoholic category for example. Twitter takes are hot that either Alcohol is DEAD, or Non-alcoholic is FOR SURE a fad. For me, the answer is in between. I don't need NA to take over the whole store, or even half the store. I need it to grow its shelf space from 1 to 1.5, or 2. Incremental changes, across a wide number of stores. That grows the market. It's not all or nothing. The current investment cycle is messy. There are large amounts of zombies. There are also large amounts of good companies successfully raising capital, quickly, that may trade at revenue multiples in the future. Both can be true, at the same time. Discerning investors and operators will continue to focus on fundamentals.
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Mike Rome
Here’s the cold, hard truth (rarely told) about how a startup becomes successful. Betsy Ziegler & the 1871 team - thanks for having me (along with a wonderful panel) & letting me tell it. It goes like this: 1. Startup starts. 2. Startup gets good at taking bad news well. 3. As a result, startup builds a culture that thrives on obstacles. 4. As a result, startup constantly finds ways not to die. [1] 5. As a result, startup ends up executing like hell for 10 years. 6. Along the way, startup gets lucky. 7. Startup becomes successful. Not for everyone, but for some, there’s no greater ride. … [1] How Not to Die is a timeless Paul Graham essay from 2007. It’s my favorite read on how startups become successful.
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Nate Spangle
I feel like I constantly hear about the corporate vs startup debate. Which path is the right one? Entrepreneurship has no set path. Scott Lingle spent 25 years at bigger companies before fully making the leap and has now helped build a super special company in Remodel Health with Austin Lehman and the team. New episode of Get IN. just dropped. Whether you work at a big corp or are a scrappy startup employee this episode has something for you. Plus we highlight 2 entrepreneurs in their 20s that are CRUSHING IT. Link is in the comments.
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Preston 🩳 Rutherford
Chubbies was acquired for 9 figures and went through a 10 figure IPO - your classic overnight success that took a decade. As a brand builder, the stat that completely changed my approach to brand building was the 95/5 rule. btw, I basically did the exact opposite of what the rule says for embarrassingly too long, but hey, my loss is your gain, so here's: 1) Three things I learned about the 95/5 rule, 2) Three ways you can update your thinking on the topic, and 3) Three things you can do about this right now. let's do it. ** Three things I learned about the 95/5 rule ** 1. Only 5% of the people who see your content on a daily basis (AKA your potential buyers) are in-market to buy right now. That means 95% of the buyers you reach are out-of-market and won’t buy for months or even years. 2. And, nope, no matter how awesome your direct response offer is, you cannot persuade the buyer to go in-market because they already have what you’re selling and won’t need a newer version any time soon. We don’t move buyers in-market – buyers move themselves in-market based on their needs. 3. All the direct-response conversion-focused dollars we spend are only relevant to the 5% of folks. This was especially humbling when realizing that ~95% of our spend allocation went to direct response (see reference above re: doing the exact opposite). ** Three ways you can update your thinking on the topic ** 1. Our goal is to increase the probability that the brand comes to mind when the buyer goes in-market, NOT to persuade the buyer to go in market. You can’t push buyers down a funnel, but you can, to quote Professor Jenni Romaniuk, “catch buyers as they fall”. 2. "People largely use their memories when buying, rather than searching. Simply put, the brand that gets remembered is the brand that gets bought." - John Dawes of the Ehrenberg-Bass Institute 3. Since marketing works by influencing future buyers, think about developing creative that gets noticed and gets remembered -- gives you permission to be bold, put on a show and have a little fun. ** Three things you can do about it right now ** 1. Since we've all been so focused on optimizing the hell out of how we convert the 5%, we need to reacquaint ourselves with the 95%. Walk a day in the shoes of the 95% to develop the empathy needed to effectively speak to that person. 2. Put together a plan to gradually shift your marketing investments to match the reality of the 95/5 rule. It could take all of 2024. No need to rush. 3. Take a day with your team. Remove all meetings. From a blank slate, think about what it means to do things that get remembered, that get noticed. What does it mean for your brand to be bold, to put on a show, and to have a little bit of fun? enjoy
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Joe W.
Ok, Let’s jump into it. It’s time for another pricing page breakdown. I know, I know, it’s been awhile. I’ve been heads down building Artisan Strategies. Helping our companies launch, monetize, and put up some of their best months. Enough of that though - let’s jump into the good stuff. What company are we looking at today? Gitlab Jason Lemkin recently called them out on Twitter. They’re doing $700M in ARR Growing at over 30% And only worth about $7B (10x ARR) I think we’d all love to get to that level of ARR + growth rate, and let the market multiples make their way back up. So, they must be doing something right - let’s dig in. First Remember what a pricing page needs to do Convince people to register for your product. You need to get users into your product. If you do that, you can sell them later (even a few minutes later!) If you don’t, you need to reacquire them all over again. Anchor them to the right prices Whenver they are ready to pay (including now!) they need to understand roughly what they’ll be paying and why. It won’t help you convert users if you surprise them with the price. We’ve all been there and it sucks! Nearly always, we just leave. Address their questions - spatially This is always the hardest to pull off. Every type of user visits your pricing page, and each person has a different agenda, expectation, need, etc. So you need to bring the right information up to the right person, without overwhelming everyone else with pointless information. So how does Gitlab do? Honestly... incredible. This is one of my favorite pricing pages that I’ve seen in awhile. It’s very clear which plan is better. You get a rough feel of exactly where to go. Just getting started -> Choose free. Small business -> Premium Anything bigger -> Ultimate They’ve used a ton of subtle wording cues to guide you along too. “We host, no technical setup required.” - they’ve instantly told you whether you should choose something other than GitLab.com. If that resonates with you, you just move forward onto pricing. Anchor them to the right price They’ve keep their price simple too. Free, $29/mo, or a lot more. You know if you start on free, exactly where you’ll go if you upgrade, and you probably have some idea of what you’ll end up paying on Ultimate. Where could they do better? They have two surprise levels!! Plus 3 other add-ons. This feels more like someone across the org wanted to make sure these “add-ons” were included. I don’t think they’re adding any actual value. In fact, two of them have a “how to buy….” link and one “coming soon” instead of a way to purchase them directly. Want more of these? Drop a comment below with what company you'd like to see next.
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Bradley Jacobs
Uber is just a software app that's easy to grow, right? In 2014 after recently launching Raleigh, I joined the company and immediately was thrust into "grow this city" mode. In those days, the limiting factor to growth was supply (drivers on the road). And while we had plenty of sign-ups coming in via the website, thousands of drivers would get "stuck" in the "funnel" and never take a first trip. Out team was based in Washington D.C., and managed the Raleigh, NC market remotely. But we found onboarding drivers remotely wasn't easy or effective. So, multiple times per month, we'd head down to Raleigh, set up shop at coffee shops around town, email all the drivers to come by, and go through as many "onboardings" as we could. We'd also host virtual onboardings, live chats, and were responsive via email every day. It was a grassroots marketing effort to get as many drivers on the road as possible to grow, outpace Lyft, and keep healthy marketplace dynamics: aka avoid tons of surged trips. I hear a lot "Uber is just an app" but it's far from the truth. The Operational burden to grow the cities, especially in the earlier days, and keep that company running smoothly is a huge lift and a massive testament to thousands of Operations folks who put everything else on hold for many years to help make that company as ubiquitous as it is today.
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🐰 Jen Igartua
This Week in SaaS we're covering VP candidate JD Vance and wether or not it's impacting tech voters. And while vance's VC experience gets brought up, it was quite brief and has been described as "limited" by industry insiders. 1️⃣ Vance began his VC career in April 2016 at Mithril Capital, a firm co-founded by Peter Thiel. He worked there as a principal until early 2017. 2️⃣ In March 2017, Vance joined Revolution, a VC firm founded by Steve Case. He was involved with the "Rise of the Rest" initiative, which aimed to invest in startups outside of traditional tech hubs. He worked here until late 2019. 3️⃣ In December 2019, Vance co-founded Narya Capital in Ohio with Colin 2. He continued to be associated with Narya until he shifted his focus to politics in 2021. Does this matter to all you tech voters? Does it sway anybody? It's interesting how we shy away from talking about tech's influence on politics and politic's influence on tech. It matters. As operators we all know how important incentives are. PS: be cool in the comments or we'll all laugh at you. #thisweekinsaas #politicsonlinkedinohno #tech #technews
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Jacob Fortinsky
Want 3-5% better odds on your bets? That's the power of a peer-to-peer prediction market. Let's say you want to bet $100 on the Yankees to win the World Series. Traditional sportsbooks like FanDuel and DraftKings might offer a $720 or $705 payout, respectively. But on a prediction market like Novig, you could find someone willing to offer a $810 payout on that same trade. By connecting players directly, we're cutting out the bookie's margin and putting that extra value back into your hands. Whether you're a sharp player looking to maximize your edge or a casual player that just wants to stretch your bankroll further, a p2p market should be a no-brainer.
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Paul Speers
Semir Jahic I was musing about this myself today. The case of Lacework, where a significant valuation plummeted after massive VC investment, is unfortunately not an isolated incident in the tech sector. Many companies, flush with venture capital, have hastily expanded their teams, mistakenly equating a larger workforce with guaranteed success and a culture of achievement. How can these type of businesses have a established any culture? This approach overlooks the critical importance of a well-planned and executed Go-To-Market (GTM) strategy. As time unfolds, it will likely reveal more examples where such misalignment between investment and market strategy leads to underperformance or failure. These scenarios underscore the necessity for tech companies, particularly startups, to focus on strategic growth and solid operational execution rather than rapid ‘human’ scaling. Emphasising these aspects is essential for long-term viability and real value creation, steering clear of the pitfalls of over-expansion without a sustainable business model. In the grand tapestry of tech failures or 'fire damaged' company exits, this incident is neither the first nor the last, but it might just win a ribbon for its spectacular flameout—dark humour intended!
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Kathleen Estreich
The more startups I work with, the more I believe having a distribution advantage from the early days matters. If you build it, they will not always come. If you build it AND market it, they will. We're hosting a GTM Summit at Pear VC in early Sept focused on how to build your GTM from zero to 1. If you're a founder working on this stage, I'd love to see you there. We have a great lineup of speakers (including some of my favorite GTM experts like Armando, Rosie, and Alexa) that will share their hard earned lessons and mistakes in scaling GTM. RSVP link in the comments.
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