Key Elements of a Winning GTM Plan

Every founder has a slide that says, “We’ll acquire customers through content marketing, paid social or partnerships.” And in 2025, nearly every investor has learned to ignore it 😿 The old go-to-market playbooks are not working anymore. The channels are saturated, the costs are high and the returns are diminishing. From where I sit as an early stage investor, a generic GTM plan is no longer a sign of preparation - it’s a red flag. It shows a founder is ready to execute someone else’s old strategy, not discover a new unique one tailored to their own business. Founders who are successful finding their first customers and raising capital are demonstrating something else entirely - not a polished plan, but a series of insightful discoveries. Here’s what I see actually working to prove you can access a market: ✔️ A Portfolio of Scrappy Experiments. Before you can find a scalable channel, you need to prove you can find ANY channel. The most impressive founders show up with stories of things that don't scale. They acquired their first 50 users by building a free tool that solved a tiny problem for their target user or by personally engaging in a specific Subreddit or Slack community. This proves you have the creativity and grit to find customers where others aren’t even looking. ✔️ A Founder Who Is the Distribution Channel. Early on, your most powerful GTM advantage can’t be bought because it’s actually YOU. Investors are looking for a founder with a unique ability to reach the market. Are you an expert with a following in your industry? Have you built a deep, trusted network that represents your initial customer base? Show how your personal brand and unique insights give you an unfair advantage that no amount of ad spend or marketing can replicate. ✔️ Mastery of a "Micro-Funnel." Instead of a broad, leaky funnel, demonstrate that you can dominate a tiny, efficient one. Prove that you can convert a very specific persona from a very specific source with incredible efficiency. For example: "We can turn a clinical research coordinator from a specific LinkedIn group into a qualified lead for $15." This level of precision is far more impressive than a vague, top-down plan to capture a massive market. It shows you have a data-driven foundation from which to grow. The goal of an early-stage GTM isn't to prove you can scale, it's to prove you can learn. Your first GTM strategy shouldn't be a playbook - it should be a lab notebook full of weird and (hopefully) winning experiments. 🙌🏼 Shout out to Alex Iskold from 2048 Ventures for teaching me a lot about funnels over the years and what he calls 'magic moments' 🙏🏼

Contrary to popular belief, having a GTM team offsite will not fix your go-to-market problem. Neither will a pipeline meeting on Wednesdays. Neither will a CMO-CRO bi-weekly coffee meeting. Neither will firing your CMO and trying to hire a unicorn marketing leader. It’s a Band-Aid. It might make it easier for people to work together. It might patch up the problem for a while that will come back to you in 3 months when you’re missing your pipeline for Q4. It’s a Band-Aid. The real solution? Redesign your GTM (aka the Factory that produces your revenue) - Starting with Financial Planning, Modeling, and Budgeting, and then working across the rest of GTM team to Sales, Marketing, Sales Dev, Ops, Post-Sale, etc. 1. Build a Unified View of GTM with Financial Data & GTM Data that measures both performance (effectiveness) and unit economics (efficiency) 2. Align the entire GTM leadership team on a core KPI stack that has *nothing* to do with attribution by department or channel 3. Categorize and evaluate GTM investment portfolio allocation by customer lifecycle stage, NOT DEPARTMENT. 4. Methodically break down compound metrics to isolate the biggest issues / risks / opportunities by customer lifecycle stage 5. Build and align on cross-functional initiatives to solve the biggest issues in your Revenue Factory 6. Monitor and evaluate impact against the core KPI stack that has nothing to do with attribution by department or channel. #finance #gtm #b2b #sales #marketing p.s. Just to drive home the message - you should be able to *clearly* understand how your GTM is performing and isolate the biggest issues/opportunities without ever discussing or using attribution by channel or department 🙂

Most startups never break $10M in revenue. And from what I've seen, it's not because of what you might think. "If we just had more funding..." "If we could hire better talent..." "If our product had one more feature..." In my experience, these aren't the real blockers. Here's what I've found after working with dozens of B2B companies: Growth stalls when teams aren't clear and aligned on these four basics: → Who you serve: Your true ICP (not "anyone who might buy") → What you sell: Your 3 P's (Product, pricing, packaging) → How you talk about value: Your messaging that connects and converts → Where you find customers: Your channels that work consistently When teams don't agree on these foundations, the consequences are costly: Sales wastes time on leads that never convert. Marketing spends budget on campaigns that generate no pipeline. Product invests months building features customers won't pay for. Customer success struggles with high churn and low expansion revenue. In my experience, companies that break through to $10M+ all share one thing: total clarity on these foundations and strong alignment across teams. They don't need more money. They don't need more people. They just need everyone rowing in the same direction. Which of these four foundations do you think is hardest for GTM teams to get clear on? #GTMStrategy

Your sales team is sprinting. Your marketing team is in a planning cycle. And customer success is in post-sale chaos mode. And somehow, you’re supposed to align all three with “Monday meetings”? GTM doesn’t fail because of bad execution. It fails because no one’s marching to the same beat. Here’s what most orgs get wrong: They treat sales, marketing, and CS like adjacent departments When they actually function like dependent systems. If your sales team learns something in the field and it doesn’t make it into your campaign logic, Your marketing is out of touch. If your CS team sees churn red flags, But your sales team keeps closing misfit accounts. Your pipeline is broken from the inside. You can’t “align” that with a slide deck. Here’s a tactical breakdown of what actually works: 1. Unify Goals > Mirror Metrics If your teams don’t share KPIs, they’ll compete instead of collaborate. - Marketing: MQL to Opportunity Ratio - Sales: Opportunity to Closed-Won - CS: Expansion/Churn tied back to original acquisition source Build a shared scorecard that forces accountability across the funnel. 2. Centralize GTM Ops Ownership Someone needs to be accountable for the operating rhythm itself. That’s where Marketing Ops and RevOps step in. Own the cadence Track system health Identify feedback loops Flag GTM friction before it hits revenue 3. Run GTM Like a Product Create a backlog of GTM experiments → Funnel friction → Content gaps → Win/loss insights → Tool bloat or confusion Sprint. Measure. Ship. Repeat. No one gets to "opt out" of the rhythm just because they're customer-facing or campaign-led. Stop aligning through meetings and start aligning through systems. The rhythm is the strategy. If you can't hear it— You're not really in market. #GTMStrategy #MarketingOps #RevOps #Leadership #CustomerExperience #OperationalExcellence

In 2012, when I joined ZoomInfo as the VP Product, Growth & Strategy, they were stuck at $9M ARR. When I left 5 years later, we were at over $80M ARR. Here’s the 5-step GTM playbook we used to get unstuck and build the foundation to scale: Step 1: Develop contrarian products that satisfy unmet demand - Most companies can't convince themselves to radically innovate - In 2012, data companies were selling CSVs, no one was investing in product - We took massive risk and doubled down on building products to streamline data delivery - We started to "look different" from the space - Sometimes it's better to "look different" than "be better" Step 2: Focus on SMB or lower end of the market - Market disruption always happens at the low end - As a small company, it’s difficult to compete for your competitor’s best customers - Instead aim your efforts at the customers your competitors would give up without a fight - We focused on the SMB and lower mid market with a self-serve product at a low price - Everyone else was fighting for the more lucrative enterprise customers Step 3: Increase Prices, Decrease Churn, Add Features Rapidly - We rapidly developed features that gave GTM teams ammo for upgrades - With new products, we could add a new line item in the invoice and post growth with relative ease - New features also gave us the reason to reach out to customers to talk about upsell - All this was predicated on our ability to develop a sustained product roadmap with a strong understanding of the impact on GTM and our ability to attach growth initiatives to every small feature release Step 4: Intentionally Design Market Expansion for Virality - Nonlinear growth comes from getting the inbound engine started early - At first, we went after the spray and pray approach with some automation, which worked well - However, our revenues exploded when we started getting strategic with TAM and went after market niches, especially the ones that were ignored by other B2B data vendors - This allowed us to dominate multiple small verticals and as we got popular within those verticals it resulted in word of mouth - virality, inbound inquiries and increased retention contributing to the non linear growth Step 5: Cultivate a Leader's Mindset - Startups are often fighting just to stay afloat - this creates chaos, panic & unrest in organizations - By switching the mental model from a survival mindset to a leader's mindset, you can switch from a perpetual struggle for revenue growth to attempting to decimate competitors - You switch from being a price follower to becoming a price setter in the long run - This mindset provides a purpose, a better decision making framework, and results in a much healthier business and work culture TAKEAWAY: Markets are always evolving, and every market can be disrupted. Any business can get unstuck. The specific plays required to disrupt the B2B data market would be different today, but the ZoomInfo playbook's principles are timeless.

The New GTM Machine   I’ve been spending a lot of time with CMOs who are leading GTM at some of the most innovative companies in the market. One thing keeps coming up: the strategies that worked even a year ago aren’t cutting it anymore.   Buyers are moving faster, but decisions are taking longer. With more stakeholders at the table and endless options to consider, product alone isn’t enough to win. The CMOs breaking through are prioritizing relevance, building trust early, and ensuring every part of the GTM motion is working in lockstep.   The CMOs and teams getting it right are the ones showing up with clarity, consistency, and a fresh perspective on what “high-performing GTM” really means.   Here are five shifts I’m seeing from the leaders who are ahead of the curve:   Clarity over Complexity  People don’t have time to decode vague messaging or sit through product demos packed with features. The teams breaking through are leading with bold, clear narratives that make it obvious why they matter.   Proof over Promises No one is buying anything without validation. What cuts through now are real-world wins like customer stories, measurable impact, and results that solve real problems.   One GTM Team, Not 3 Silos When sales, marketing, and product aren’t working with the same shared goals, it shows. The strongest GTM motions today are aligned from start to finish, with feedback loops and one unified story.   Smarter Personalization Blanket campaigns are a thing of the past because of AI. There’s smarter segmentation, more relevant outreach, and faster, more targeted follow-ups.   Bringing Technical Voices in Earlier The earlier you build trust, the better. I’ve been speaking to more and more teams that are getting technical experts involved earlier in the sales cycle, whether it’s a marketer who knows the product deeply or an engineer who can speak to real use cases.   GTM today is all about speed, focus, and trust. The leaders winning in this market are the ones who adapt quickly and stay closely attuned to the buyer’s needs every step of the way. Daversa Partners

Series A founders: Stop chasing tactics—you’re building your GTM strategy backward. Betting on SEO, ads, or outreach without a clear strategic foundation won’t magically unlock growth for your startup. The Marketing Priority Pyramid flips that thinking on its head. It helps founders stop thinking like marketers and start thinking like strategic CEOs. Here’s how you can do the same: 1️⃣ Start with the fundamentals: your product and your customer The question isn’t: How do we get attention? The real question is: Who are we helping, and why does our solution matter to them? Before spending a single dollar on tactics, ask: ● How is our product unique? ● Who is our Ideal Customer? (Go beyond demographics. What are their specific pain points?) ● What’s the single biggest problem we solve? 2️⃣ Then, build your brand and value proposition The more specific you are with your value proposition, the more you’ll resonate with the right audience and attract serious investors. ● Your Brand: What promise are you making to your market? ● Your Value Proposition: Why should anyone care? What makes you worth paying attention to? 3️⃣ Next, execute the right GTM strategy Use a strategic filter for your GTM efforts, and don’t try to do everything at once. ● Be where your ICP is and master that channel first. 4️⃣ Finally, use a feedback loop to adjust and scale Marketing isn’t a set-it-and-forget-it game. Every action in your Go-To-Market strategy should inform the next one. ● Not seeing conversions from ads? Revisit your messaging. ● Cold outreach failing? Double down on refining your ICP. You cannot skip steps. Big thanks to Maxim Poulsen for developing this strategic framework that guides founders toward scalable, sustainable growth. Want to build a pitch and marketing strategy that works? I help founders raise capital and grow by focusing on what really matters. Explore how we can work together:  https://t2m.io/tmVRzGGc #startups #marketing #GTM #entrepreneurship #positioning

If you’re building a company or trying to figure out how to grow it fast, this is for you. Today, we’re breaking down 7 GTM motions (with 28 guides) from top companies. And we've brought expert Maja Voje to help. Here’s your roadmap to mastering Go-to-Market: — 𝗔 𝗣𝗥𝗜𝗠𝗘𝗥 𝗢𝗡 𝗚𝗢-𝗧𝗢-𝗠𝗔𝗥𝗞𝗘𝗧 𝗠𝗢𝗧𝗜𝗢𝗡𝗦 When it comes to Go-to-Market (GTM), it’s all about the right combination of motions. From driving virality to closing enterprise deals, each motion is a tool that you can leverage to unlock growth. And while it may seem like a mystery, every successful GTM strategy shares key elements you can master: → What works at scale → Knowing where to focus → Scaling your team right — 𝗖𝗛𝗔𝗣𝗧𝗘𝗥 𝗢𝗡𝗘: 𝗕𝗥𝗘𝗔𝗞𝗜𝗡𝗚 𝗗𝗢𝗪𝗡 𝗧𝗛𝗘 𝗠𝗢𝗧𝗜𝗢𝗡𝗦 𝗢𝗙 𝗧𝗢𝗗𝗔𝗬'𝗦 𝗧𝗢𝗣 𝗚𝗥𝗢𝗪𝗘𝗥𝗦 We analyzed 12 of the hottest tech companies and found 3 common patterns: 1. PLG is taking over ↳ 80% of top companies now use (PLG) as their primary or a major supporting motion. ↳ Even enterprise giants like Salesforce are embracing it. 2. Multi-channel is essential ↳ No company relies on just one motion. ↳ On average, these companies use at least 3 channels to support growth. 3. ABM and Outbound are king for enterprise ↳ In high-ticket sales, Account-Based Marketing (ABM) and targeted outbound motions dominate. ↳ This is how five and six-figure deals get done. 𝗕𝗥𝗜𝗡𝗚𝗜𝗡𝗚 𝗜𝗧 𝗔𝗟𝗟 𝗧𝗢𝗚𝗘𝗧𝗛𝗘𝗥 → Start simple If you’re selling to consumers, lean on PLG, community, and partnerships early. → For SMBs Combine inbound and outbound motions for awareness and relationship-building. → For Enterprises Focus on ABM and outbound, with inbound as a support. — 𝗖𝗛𝗔𝗣𝗧𝗘𝗥 𝗢𝗡𝗘.𝗢𝗡𝗘: 𝗛𝗢𝗪 𝗧𝗢 𝗞𝗡𝗢𝗪 𝗪𝗛𝗜𝗖𝗛 𝗠𝗢𝗧𝗜𝗢𝗡𝗦 𝗧𝗢 𝗣𝗥𝗜𝗢𝗥𝗜𝗧𝗜𝗭𝗘 1. Talk to your customers ↳ Find out how your buyers made their last purchasing decision, including the channels they used and decision drivers. ↳ Ask what content, demos, or touchpoints had the most impact on their decision. 2. Research your competition ↳ Use tools like SimilarWeb, SEMRush, and BuiltWith to analyze your competitors' traffic sources , GTM motions, and untapped opportunities. 3. Play on your strengths ↳ Assess the channels where your team already has proven skills and experience and double down on it first. 4. Select 2-3 GTM motions to test ↳ Prioritize the channels that align best with your product and target audience for the highest potential ROI. 5. Stick with them for 1-3 months ↳ Track progress consistently, making data-driven adjustments without switching strategies too quickly and iterate on what works. — 𝗖𝗛𝗔𝗣𝗧𝗘𝗥 𝗧𝗪𝗢: 𝗧𝗪𝗘𝗡𝗧𝗬 𝗘𝗜𝗚𝗛𝗧 𝗚𝗨𝗜𝗗𝗘𝗦 𝗕𝗬 𝗠𝗢𝗧𝗜𝗢𝗡 If you want to master all 7 motions — with detailed breakdowns, examples, swipe files, and the tools to execute them — the breakdown is in the comments 👇.

𝐘𝐨𝐮 𝐡𝐚𝐯𝐞 𝐟𝐨𝐮𝐧𝐝 𝐩𝐫𝐨𝐝𝐮𝐜𝐭-𝐦𝐚𝐫𝐤𝐞𝐭 𝐟𝐢𝐭, 𝐠𝐫𝐞𝐚𝐭! 𝐁𝐮𝐭 𝐧𝐨𝐰 𝐰𝐡𝐚𝐭? Finding PMF is just the beginning. The next challenge? Building a Go-To-Market strategy that scales. Without a clear plan, growth stalls, sales cycles drag, and customers hesitate. Here’s how to structure your GTM strategy for sustainable, repeatable success: 1️⃣ Define Your Ideal Customer Profile (ICP) Not all customers are the right fit. Who gets the most value? Who buys with urgency? Who renews? Focus there. 2️⃣ Craft a Clear Value Proposition Customers don’t buy features—they buy outcomes. How does your product solve their problem better than anyone else? 3️⃣ Choose the Right Sales Strategy Enterprise Sales (direct sales teams for big deals) Inside Sales (scalable for mid-market & SMBs) Product-Led Growth (PLG) (free trials/self-serve adoption) Channel & Partnerships (MGAs, resellers, other core platforms providers) 4️⃣ Align Sales & Marketing Your marketing attracts the right customers. Your sales team converts them. Misalignment = wasted leads and missed revenue. 5️⃣ KPI’s - Track, Optimize, and Iterate GTM is NOT “set it and forget it.” Refine what works. Drop what doesn’t. What’s your biggest GTM challenge right now? Let’s discuss in the comments! #GoToMarket #SalesStrategy #InsurTech #Growth #Founders