BusinessManagementMarketing

GTM Made Simple

Sangram Vajre

I'm Sangram Vajre. I've built two $200M+ companies, written three books on go-to-market, and designed a GTM operating system that over 3,000 companies operate on today. If I've learned anything, it's this: go-to-market is the business. Keep it simple, and it scales.

This is Go-To-Market Made Simple. Every episode, you're getting a backstage pass to three things I work on daily: the closed-room conversations I have with CEOs and founders working through real GTM challenges, the systems and frameworks I've built and tested over the last two decades, and the weekly mastermind sessions with our certified partners where we see what's actually working across thousands of companies and industries.

Go-to-market doesn't have to be hard. We're here to make it simple.

GTM Partners created the Go-to-Market Operating System™ (GTM OS), a company-wide framework that helps CEOs and executive teams connect strategy to execution across Product, Marketing, Sales, Customer Success, Revenue Operations, and Leadership.

Today, GTM Made Simple brings together executive conversations, GTM masterclasses, framework breakdowns, case studies, and practical field lessons from across the GTM Partners ecosystem. New episodes draw from the same ideas and operating principles Sangram is teaching across YouTube, GTM Partners research, and the GTM Operating System™. Expect practical frameworks, executive perspectives, real-world GTM case studies, and direct answers to the questions CEOs and GTM leaders are trying to solve.

Explore the GTM Operating System: https://gtmpartners.com

Find a GTM OS Certified Partner: https://gtmpartners.com/gtm-marketplace

Subscribe, and if you know a CEO or founder who needs this, share it with them. Learn more at runongtmos.com/move

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#1034
Today · 18 min
This $25 Billion Company's GTM Strategy Is To Build NOTHING
Bending Spoons just IPO'd at $25.7 billion without building a single new product. They buy dead SaaS companies like Evernote and Meetup and simply make them profitable. I showed my CEO roundtable these numbers and it changed how they think about growth. Most SaaS companies are chasing AI innovation while their unit economics fall apart. Bending Spoons proved the market doesn't reward that anymore, it rewards operational discipline. I break down their four step playbook, share my own pricing mistakes from building Terminus, and give you four things to do right now if you're a CEO watching your growth stall. ⏱ TIMESTAMPS (00:00) Why Bending Spoons just IPO'd at $25.7 billion (00:26) They don't build anything, they buy broken SaaS products (00:54) The three moves that made those products profitable (01:16) Why the most innovative SaaS companies are tanking right now (01:38) The 100% go-to-market case hiding in this story (04:04) My own story building Terminus and exiting Pardot (04:28) The four-step Bending Spoons playbook (05:45) Step 2, cut costs aggressively (06:19) Step 3, raise prices in a shrinking market (07:28) Step 4, stop building and let the product run (09:04) Why the market rewards profitable growth over momentum growth (14:31) Four things I'd do right now if I were a CEO (15:39) My Terminus story on why founders are afraid to raise prices (17:35) Stop chasing the next AI feature (18:23) Take the GTM assessment at runongtmos.com/move 📌 Take the free GTM assessment to see if you're building profitable growth or just momentum: runongtmos.com/move 📌 Subscribe for daily GTM OS strategy and leadership frameworks: https://www.youtube.com/@SangramHere?sub_confirmation=1
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#1033
Yesterday · 6 min
What Business Are You Really In?
Most people can't answer the one question that decides whether they'll ever break out: what business are you actually in? In this video I share two conversations that changed how two CEOs saw everything they'd built. One runs a lawn-care business doing a million a month and told me he was bored and wanted to start something new. I told him he wasn't in the lawn business, he was in the trust business, and he could double or triple revenue without a single new customer. The other is a top photographer in Atlanta who thought he was in photography. He's actually in the marketing business, sitting on a brand he could turn into something a hundred times bigger. The lesson underneath both: your product is a means to an end, not the business itself. The real money is in moving from product market fit to platform market fit, and you often get there by expanding what you already have. ⏱ TIMESTAMPS (00:00) The question: what business are you really in? (00:19) The lawn-care CEO doing $1M a month, and bored (01:11) "You're not in the lawn business. You're in the trust business." (01:49) Double your business without a single new customer (02:10) Product market fit vs platform market fit (02:33) Why private equity buys businesses like this (03:03) Passion projects don't make money. What makes money does. (03:19) The Atlanta photographer who's actually in marketing (04:50) Turning a service into a brand and a platform (05:03) Tiered partners and replicating the model city by city (05:44) Why not knowing your business keeps you stuck (06:00) What we learned at Terminus: product is a means to an end (06:27) Get from product to platform, that's where the money is 📌 Subscribe for daily GTM OS strategy and leadership frameworks: https://www.youtube.com/@SangramHere?sub_confirmation=1 📌 Take the GTM assessment at runongtmos.com/move to find your stage.
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#1032
Wednesday · 8 min
These Are The 6 GTM Motions (Don't Try To Be Great At All Of Them)
A private equity executive once stumped me with a simple question: how fast can you grow? I didn't have an answer, and that question changed how I think about growth. Most companies are dying because they do a little inbound, a little outbound, a little of everything, and end up great at nothing. This is question four of the go-to-market operating system: which channel actually grows you fastest? In this video I break down the six go-to-market motions (inbound, outbound, event-led, community-led, product-led, and partner-led), with a real example of each, from HubSpot's inbound engine to the 20-city roadshow that took us to $10 million. The big idea is simple and hard to follow: the best companies in the world pick one or two motions, go all in, and only experiment with others once they've won. ⏱ TIMESTAMPS (00:00) The question that stumped me: how fast can you grow? (01:04) What go-to-market motions actually are (01:15) The six motions, and why you can't be great at all of them (02:01) Inbound: how HubSpot built its engine (02:41) Outbound: the floors of salespeople at Salesforce (03:14) Event-led: 20 roadshows to $10M (04:11) Community-led: without a community you're a commodity (05:24) Product-led: self-serve and the AI website builders (06:22) Partner-led: why 60% of HubSpot's revenue comes from partners (07:26) The big idea: pick one or two and go all in (07:57) Why a little of everything is killing your business (08:20) Find your fastest motion 📌 Subscribe for daily GTM OS strategy and leadership frameworks: https://www.youtube.com/@SangramHere?sub_confirmation=1
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#1031
Tuesday · 29 min
The TAM Illusion Destroying Your GTM Strategy
Fix your B2B Go to Market Strategy by shifting from TAM to TRM with the 8-Pillar GTM OS to break out of the growth trap and scale revenue. Many CEOs fall into the ultimate growth trap: having a massive Total Addressable Market (TAM) on paper, but struggling to execute against it. When your target market is too broad, focus breaks down, team alignment dissolves, and revenue stalls out. In this episode, Sangram Vajre introduces a real-world case study featuring Serge Gander, CEO of bNovate (a 50-person water tech company in Switzerland), and Melanie Tschugmall, a GTM OS Certified Partner from CRO2GO. Together, they share how BeNovate stopped guessing around a massive TAM and narrowed their strategy down to their Total Relevant Market (TRM). According to research from High Alpha, 64% of CEOs say Go-To-Market is their biggest challenge. GTM isn't just a sales or marketing department task—it is a core CEO responsibility that requires cross-functional execution. Learn how BeNovate shifted their company culture from a "tech push" mindset to a "market pull" approach, aligned their revenue leadership in under 5 weeks, and unlocked predictable customer acquisition using the 8-Pillar GTM Operating System. Whether you are an executive leader trying to navigate the $10M–$50M "Valley of Death" or a RevOps leader optimizing your Ideal Customer Profile (ICP), this conversation provides a actionable framework to drive focus, alignment, and scale. Chapters 00:00 - The B2B Growth Trap: TAM vs. TRM 02:07 - Serge Gander on Digitizing Water at BeNovate 04:38 - Why B2B Growth Stalls Without Market Focus 07:41 - Why Go to Market is a CEO-Led System 11:13 - Moving From Tech Push to Market Pull 16:21 - Driving Fast Strategic Execution with Fractional GTM Leaders 22:21 - Building Internal Alignment and Customer Confidence 24:50 - How Shifting to Total Relevant Market (TRM) Unlocks Scale Take the Free GTM Assessment: https://runongtmos.com/move 📌 Subscribe for daily GTM OS strategy and leadership frameworks Head to runongtmos.com for more #gotomarket #gtmos #b2bstrategy #revenuegrowth #b2bsaas
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#1030
Monday · 3 min
Who Is Sangram Vajre? (And Why This Go-To-Market Strategy Podcast Exists)
You might know me as the guy who built two companies past $10 million, wrote a Wall Street Journal bestseller called MOVE, and then blew up the business model it was built on. This channel is where I share the system underneath all of it. ⏱ TIMESTAMPS (00:00) The guy who blew up his own business model (00:16) Growing up in Nagpur, looking for the system in the chaos (00:46) Becoming CMO of Pardot and the Salesforce acquisition (01:05) Why the whole go-to-market world was built broken (01:11) Starting Terminus and building the ABM category (01:22) The 15 go-to-market problems killing companies everywhere (01:51) Why I stopped building products and built a system (02:03) GTM OS: run your business without me in the room (02:29) Teaching it to 175,000 go-to-market leaders (02:41) Life in Atlanta, family, and strong opinions (02:52) Why the next 10 years of B2B will be won on GTM (03:09) Subscribe and let's get moving 📌 Subscribe for daily GTM OS strategy and leadership frameworks: https://www.youtube.com/@SangramHere?sub_confirmation=1
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#1029
October 23 · 17 min
You're Great at Marketing the Business. Terrible at the Business of Marketing.
Most companies think creating the ICP is marketing's job. It isn't, and that misunderstanding is why 70% of go-to-market leaders say they can't hit their numbers. When marketing owns the ICP, sales owns deals, and product owns features independently, everyone's out of sync. Business transformation happens in teams, not in departments, and the CEO is the one who has to own go-to-market. In this session I take live questions from the audience and work through the real problem underneath the ICP debate: most leaders are good at marketing the business but terrible at the business of marketing. I share the story of a CMO who crushed his pipeline goal and still got fired because he chased an unprofitable segment, why the first question of GTM OS ("where can we grow the most?") is a business question and not a marketing one, and why if your calendar has a "pipeline meeting" or an "ICP meeting," you've already lost. ⏱ TIMESTAMPS (00:00) Why creating your ICP is not a marketing job (00:36) Transformation happens in teams, not departments (01:24) The CEO owns go-to-market: the core idea from MOVE (02:44) When one big deal pulls a whole company off course (04:53) What to do when your CEO thinks marketing owns ICP (08:00) Marketing the business vs the business of marketing (09:36) Do these principles change by company size? No. (11:34) He crushed his revenue goal and still got fired (15:03) Why an unprofitable ICP costs you your job (16:04) Stop holding pipeline meetings. Hold business meetings. (16:57) ICP, pipeline, and retention are all team problems 📌 Subscribe for daily GTM OS strategy and leadership frameworks: https://www.youtube.com/@SangramHere?sub_confirmation=1
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#1028
October 22 · 24 min
10 Lessons From Building Two $10M Companies
I've taken two companies from zero to $10 million: Terminus, which raised over $100 million and exited to private equity for nine figures, and GTM Partners, a bootstrapped services business I'm running now. Same founder, completely different playbooks. In this video I share ten lessons from doing it twice, and the honest version of what building a business actually costs. Some of it is counterintuitive: raising $100 million didn't put money in my pocket, but the bootstrapped company did. Most founders should never try to build a category. The better model in 2026 might be "service as a software," not software as a service. And the last three lessons are the ones nobody talks about: business nearly cost me my marriage, why faith and identity outside the company matter, and why growth never happens alone. ⏱ TIMESTAMPS (00:00) Two ways to build a $10M company (00:43) Lesson 1: business is hard, no matter what (02:29) Lesson 2: raise money or bootstrap? (05:11) Lesson 3: building in an up market vs a down market (07:59) Lesson 4: software as a service vs service as a software (08:33) Lesson 5: why 99% of founders should not build a category (13:36) Lesson 6: thought leadership and owning the microphone (14:57) Lesson 7: community, or you're just a commodity (15:07) Your go-to-market motion: why events drove everything (16:39) Lesson 8: a lean tech stack (and no CRM) (17:35) Lesson 9: specialists over generalists (19:00) Lesson 10: what outcome do you actually want? (20:36) The hard truth: business nearly cost me my marriage (22:04) Faith, identity, and not tying yourself to the company (22:57) The co-founder relationship, and growing with someone 📌 Subscribe for daily GTM OS strategy and leadership frameworks: https://www.youtube.com/@SangramHere?sub_confirmation=1
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#1027
October 21 · 23 min
I Built the ABM Category. It's Broken, So I'm Back.
I haven't made a video about ABM in five years. New research shows 78% of ABM programs are still failing after a decade of tools, conferences, and billions in software spend. So I'm back. I co-founded Terminus, helped build the entire ABM category, wrote the book, started the FlipMyFunnel movement, and then walked away because I thought the category had grown up. I was wrong. In this video I break down the real state of ABM in 2026 (widespread adoption, widespread failure), the five mega shifts that separate the 22% who are crushing it from everyone else, and six concrete steps to fix your program. The short version: your best targets are the customers you already have, static lists are dead, small focused tiers beat big ones, you should measure account penetration instead of leads, and no pile of tools replaces an actual operating system. AI doesn't fix bad ABM, it multiplies it. ⏱ TIMESTAMPS (00:00) Why I haven't talked about ABM in five years (01:16) Moving on to GTM Partners and the MOVE book (02:16) The research that changed my mind: 78% still failing (02:43) Why I'm coming back to ABM in 2026 (03:43) The state of ABM: 80% adoption, 25% success (05:07) Widespread adoption, widespread failure (06:39) Shift 1: from new logos to existing accounts (08:50) Shift 2: from static lists to real-time signals (11:57) Shift 3: from big lists to small focused tiers (14:15) Shift 4: from MQLs to account penetration (16:03) Shift 5: from tool stacks to operating systems (18:47) What AI actually does for ABM (multiplies, doesn't fix) (19:53) The 6 steps that make ABM work (22:22) A personal note: why I take this one seriously 📌 Subscribe for daily GTM OS strategy and leadership frameworks Head to runongtmos.com for more
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#1026
October 20 · 5 min
Do You Have a Differentiated POV?
Here's the test that keeps CEOs up at night: put your website next to your competitor's, take both logos off, and see if anyone could tell the difference. If they can't, you don't have a differentiated point of view, and no amount of "faster, better, cheaper" will fix it. This is question three of the go-to-market operating system, and it's the one most leaders think they've answered when they haven't. A real point of view is what let Salesforce build Dreamforce, HubSpot build Inbound, and Terminus create the ABM category. It's also why someone will pay far more for the same diamond at Tiffany's than at the shop down the street. Get this right and you can charge more, keep more loyal customers, and launch new things people actually want to buy. ⏱ TIMESTAMPS (00:00) The one test to find out if you sound like everyone else (00:23) Question 3: do you have a differentiated point of view? (00:35) Why "faster, better, cheaper" isn't a point of view (01:07) The website test: take off the logos (01:47) How Salesforce built Dreamforce (02:27) HubSpot's Inbound and the power of an owned event (02:44) How Terminus created FlipMyFunnel and the ABM category (03:33) The real questions: logo, newsletter, voice, pricing (03:56) Why a POV lets you charge more (04:11) The Tiffany's vs the shop down the street story (04:49) What a differentiated POV unlocks (04:57) Find out if you have one Find all 8 GTM OS questions here: https://www.youtube.com/playlist?list=PLAFIwLvOQGkQ 📌 Subscribe for daily GTM OS strategy and leadership frameworks Head to runongtmos.com for more
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#1025
October 19 · 11 min
Stop Thinking Like a $250K Fractional. Start Acting Like a $500K One.
In this video, I break down 7 mindset shifts that elevate a 250K fractional consultant into a 500K fractional leader. Valuable processes like how you find clients, how you price, and how you think about your own positioning are factors you have to consider before putting in the work. It’s about translating your innate grit into operating at a higher level. ⏱ TIMESTAMPS (00:00) Fractional Leaders and the difference between a 250K and 500K one (01:43) Being 250K is being reactive. Being 500K is being intentional. (03:26) Selling capacity vs. selling outcomes (04:31) Obsessing over your time vs. obsessing over your positioning (05:39) The true cost of context switching (07:28) Being liked vs. being direct with your pricing (08:53) Delivering work vs. designing systems (10:18) The hard truth about why most people plateau as a 250K 📌 Subscribe for daily GTM OS strategy and leadership frameworks runongtmos.com/move
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#1024
October 16 · 3 min
Stop Laughing at Gartner. You're Next.
I stopped a CEO roundtable to share this data point: Gartner lost 70% of its value in two years, roughly $30 billion gone. It's tempting to laugh at that. Don't. The same force that gutted Gartner is coming for anyone whose value comes from packaging yesterday's insight, and that's a much bigger group than you think. The uncomfortable question underneath the headline: if AI can do what you do in seconds, often for free, what's your actual moat? Product, features, and pedigree aren't it anymore. What survives is brand, community, and doing something genuinely different for a specific niche. This is about betting on the future you create, not the past you're defending. ⏱ TIMESTAMPS (00:00) The stat that should make you question your business (00:13) $30 billion in value wiped out (00:23) Why this means knowledge work is over (00:38) What I spent to get into the magic quadrant (01:07) Is the game you've played for 20 years over? (01:22) AI does what Gartner did, in seconds, for free (01:49) If you package yesterday's insight, you're toast (02:06) Your product is no longer your moat (02:43) The three moats that still work: brand, community, niche (03:01) You can't bet on the past. Bet on the future. 📌 Subscribe for daily GTM OS strategy and leadership frameworks Head to runongtmos.com for more
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#1023
October 15 · 7 min
There's No Perfect Time to Bet on Yourself
Someone in a recent CEO roundtable asked me what made me the entrepreneur I am today, after building multiple hundred million dollar businesses. The honest answer isn't a strategy. It's a conversation I had with my wife. I was 35, we'd just had our second kid, my wife wasn't working, and I wanted to leave a stable path to become a co-founder at a company that could pay me close to nothing. In this video I share what she said that changed everything: she gave me one year to prove it had legs, or I'd go get a real job. That was the gift, the gift of time, and the gift of a forcing function. There's no perfect time to bet on yourself. But if there's a problem you can't sleep until you solve, find a partner and a forcing function, and get moving. ⏱ TIMESTAMPS (00:00) The question I got in a CEO roundtable (00:53) From a $10M company to a $10B company (01:16) Meeting the Terminus co-founders in 2015 (01:39) Pitching account-based advertising on a whiteboard (02:19) "Why don't you become a co-founder?" (02:43) Going home to tell my wife (03:37) "Do you want to be an entrepreneur at 35 with two kids?" (04:46) Why I couldn't say no to this problem (05:23) The three things she did that became the inflection point (06:00) The gift of time and the gift of a forcing function (06:59) That day, I became an entrepreneur (07:13) There's never a good time. The best time is now. Give yourself the time you need. But create a forcing function that isn't forever. 📌 Subscribe for daily GTM OS strategy and leadership frameworks Head to runongtmos.com for more
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#1022
October 14 · 3 min
Your Company is One AI Feature Away From Dying
Every B2B founder is one product update away from becoming a feature of ChatGPT or Claude. The biggest threat to your retention isn't your competitor anymore. It's a $20 a month tool that does 80% of what your product does, with none of the friction. In this video I break down what a CEO said in one of my roundtables that stopped the whole room: customers are quietly canceling, not because they found something better, but because they found something good enough. We've all built retention playbooks against competitors, battle cards, onboarding flows, customer success teams. But AI doesn't play by those rules. So the real question for every CEO right now is simple: is your product 10x better than the AI version of your product? If the honest answer is "we're working on it," that's the number one thing to fix before you touch anything else in your go-to-market. ⏱ TIMESTAMPS (00:00) One feature away from becoming a feature of ChatGPT (00:33) What a CEO said that silenced the whole room (00:44) Quietly canceling: "good enough" beats "better" (01:05) Your real competition is a $20 tool (01:19) Why your old retention playbooks don't work on AI (01:52) The renewal conversation you're not seeing (02:09) The question: is your product 10x better than AI? (02:43) The one thing to fix before your GTM strategy (02:43) Why GTM OS is the answer, not another feature 📌 Subscribe for daily GTM OS strategy and leadership frameworks Head to runongtmos.com for more
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#1021
October 13 · 4 min
The 1 Question Every SaaS CEO Must Answer
Most CEOs can't answer one question that decides everything: which products create the highest customer value? Not revenue, not cash flow, not hiring. This one. In this video I break down exactly how to answer it, using what I learned going from a $10 million company to a $10 billion one. I ran marketing at Pardot when we got acquired by ExactTarget, then by Salesforce for over $2.7 billion. I watched Salesforce take the exact product we sold for a thousand dollars a month and sell it for fifty to a hundred thousand a year, because they understood customer value in a way most companies never figure out. Then I took that same lesson to Terminus, launched the ABM category, and grew from one million to five to fifteen. Here's how the highest-customer-value question drives all of it. ⏱ TIMESTAMPS (00:00) The question most CEOs can't answer (00:32) From a $10M company to a $10B one (01:00) How Salesforce manages 100+ products (01:33) The "clouds" system and highest-margin products (02:09) Why Pardot landed in the Sales Cloud (02:35) The $1K product sold for $100K (02:58) Taking the lesson to Terminus (03:34) Launching the ABM category in 2015 (04:25) How to find your own highest customer value (04:47) What this question tells you to do, and not do Find all 8 GTM OS questions here: https://www.youtube.com/playlist?list=PLAFIwLvOQGkQ 📌 Subscribe for daily GTM OS strategy and leadership frameworks Head to runongtmos.com for more
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#1020
October 12 · 15 min
The GTM OS System That 3,000 Companies Run On
Most go-to-market plans fail, and it's not a marketing or sales problem. It's that CEOs treat go-to-market as an annual event instead of an ongoing process. In this video I walk through the exact process we take 3,000 companies through to run on GTM OS, live, step by step. I break down the five valleys of death, how to find which stage you're actually in (problem, product, or platform market fit), the 15 go-to-market problems every company pulls from, the alignment assessment that surfaces where your team disagrees, and how to map your whole go-to-market onto one slide so you know what to focus on for the next 90 days. ⏱ TIMESTAMPS (00:00) How to run on GTM OS: what you'll learn (00:37) Why 70% of GTM leaders lack clarity, not certainty (01:02) Why most go-to-market plans fail (02:56) The mistake: treating GTM as an annual event (03:36) Go-to-market is an ongoing process, not a plan (04:43) The full system: 5 valleys, 3 P's, 15 problems (05:29) Step 1: the five valleys of death (07:58) Step 2: problem vs product vs platform market fit (08:11) The $20M vs $5M valuation story (10:36) Step 3: the 15 go-to-market problems (12:25) Step 4: the team alignment assessment (13:33) Step 5: the 8 questions of GTM OS on one slide (14:03) Turning it into 90-day projects (14:48) Why the best companies do this quarterly 📌 Get the full framework and walk through it with your team at runongtmos.com
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#1019
October 9 · 11 min
Your Revenue Growth Is Killing Your Business
Figma, Circle, eToro, and a wave of other 2026 IPOs are all down double digits from their peaks, averaging around 44%. They had the growth. They had the hype. What they didn't have was profitable revenue, and the market punished them for it. In this video I break down the most important go to market lesson of 2026 and the mistake most companies are about to make. I walk through the difference between IPO growth and compounding growth, why net revenue retention and CAC payback decide whether your business survives, and the three numbers every leader on your team should know cold. This comes from what we've seen across 3,000 companies and from going through this exact cycle myself, from a $10 million company to a $10 billion one at Salesforce. ⏱ TIMESTAMPS (00:00) Every 2026 IPO is down double digits (00:53) The CEO roundtable conversation behind this (01:20) Growth without profit gets punished (01:52) Why the layoffs blamed on AI are really bad unit economics (02:38) The eight-question GTM operating system (04:06) EOS runs the company, GTM OS runs the revenue engine (04:33) Two types of growth: IPO growth vs compounding growth (05:53) Why NRR below 100% means you're in trouble (06:24) The three questions every leader should answer (06:55) Why net revenue retention is your best predictor (08:19) Fix your CAC payback time (09:02) Why expansion revenue beats new acquisition (10:14) The blunt advice: stop celebrating revenue growth (11:00) Profit is the way out of the valley of death 📌 Go through the assessment 3,000+ CEOs have used at runongtmos.com/move to see if your growth engine actually compounds.
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#1018
October 8 · 3 min
"Are You Here to Win?"
My son's tennis old coach stopped everyone mid-drill and asked one question that applies to every founder, CEO, and leader I know, "Are you here to win?" In this video I break down what happened next, how the entire group raised their level in 15 minutes, and why it changed how I think about every sales call, campaign, and experiment we run. The lesson isn't about tennis. It's about the standard you hold yourself to when the stakes feel low, because that's the standard you'll actually have when it's game time. ⏱ TIMESTAMPS (00:00) A lesson from my son's tennis practice (00:44) The question the coach asked: are you here to win? (01:24) "Play to win. It doesn't matter where or who with." (01:51) How the whole group raised their level in 15 minutes (02:17) Why entrepreneurship is about raising your standard (02:25) Am I playing to win, or just going through the motions? (03:02) Doing everything with more intentionality (03:32) There's no excuse for playing lame 📌 Take the GTM assessment at runongtmos.com/move to find out which stage you're actually in.
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#1017
October 7 · 8 min
Every AI Company is Failing at the Same Thing
Every AI company right now is stuck in problem market fit, and most CEOs have no idea. They think revenue means product market fit. It doesn't. In this video I break down the difference between the three stages every company moves through: problem market fit, product market fit, and platform market fit, using what we've learned assessing over 2,000 companies since the MOVE book. I'll walk through the moment I told a friend his $25 million business was worth less than a competitor doing $5 million, why there's zero loyalty in AI right now, and what it actually takes to build the kind of moat that makes you a platform instead of a point solution. ⏱ TIMESTAMPS (00:00) Every AI company is in problem market fit (00:16) What we learned assessing 2,000 companies (00:53) What problem market fit actually means (01:38) How a $25M company can still be problem market fit (01:43) The $25M vs $5M valuation story (03:19) Product market fit: is it replicable? (03:57) Why there's no loyalty in AI right now (04:31) Platform market fit: the gold mine (05:39) Why most CEOs miss where they actually are (06:11) Early meetings vs revenue vs the moat (07:41) Why companies get stuck at $3M to $20M 📌 Take the GTM assessment at runongtmos.com/move to find out which stage you're actually in.
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#1016
October 6 · 5 min
Where Can You Grow the Most?
There are 8 questions every company needs clarity on to build a real go-to-market operating system, and most businesses never sit down to answer the first one. In this video I walk through how one question took our business from $0 to $1 million in revenue in 9 months, with no marketing team and no sales team. I break down the exact process: how we turned advisory work into three revenue streams, how three people each built half a million dollar businesses using the same process, and why "where can you grow" is the wrong question compared to "where can you grow the most." ⏱ TIMESTAMPS (00:00) The result: $0 to $1M in 9 months, no sales team (00:16) The 8 questions in the GTM operating system (00:27) Question 1: where can you grow the most (01:20) Turning advisory work into 3 revenue streams (01:59) Workshops, pillar work, and projects explained (02:38) The process that turned 3 people into $500K each (03:04) Scaling into a fractional marketplace (03:57) Why "grow the most" beats just "grow" (04:34) The exercise: write down where you can grow the most (05:07) Five years later: $10M and still the same question Find all 8 GTM OS questions here: https://www.youtube.com/playlist?list=PLAFIwLvOQGkQ 📌 Take the GTM assessment at runongtmos.com/move to answer this for your own business.
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#1015
October 5 · 6 min
You Confuse, You Lose - Why No One's Hiring You
If you can't say what you do in one sentence, that's why your fractional pipeline is dry. Most fractional CMOs and CEOs describe themselves like an HR job title, and the market doesn't pay for job titles. It pays for outcomes for a specific kind of company. In this video I break down the three positioning angles that separate fractionals who are fully booked from ones still chasing DMs: industry, stage of business, and who you actually serve. ⏱ TIMESTAMPS (00:00) Why nobody's hiring you right now (01:00) Why I never called my own business "fractional" (02:00) Positioning angle 1: industry, the Lydia story (04:00) Positioning angle 2: stage of business, the Matt Anthony story (05:00) Positioning angle 3: who you serve, the Alan story (06:00) Why niching down gets clients coming to you first 📌 See how our 100+ certified partners built their fractional businesses at runongtmos.com
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