As an advisor to early-stage enterprise startups at Greylock, I see companies struggle with all types of GTM challenges during growth periods. Many of the challenges stem from the same issue: trying to do too much at once. Understandably, most companies don’t believe they have the luxury to focus on just one or two things at a time. But without that discipline, you risk driving down standards across every aspect of your GTM process. In this post, I’ve shared some advice for early-stage startups when building a cohesive GTM strategy. This first part focuses on building the foundations, from establishing a set of Leading Indicators to team alignment and establishing a development culture that prepares people for leadership. Stay tuned for the second part, where I’ll explain best practices for startups when executing during the sales process. https://bit.ly/3ReTdmK
Todd Timmerman
10mo
Stand on the edge of the pool, dive in the water, swim to the other side right Tom? :)
Norman Fells
10mo
Very informative
Insightful advise Tom. Love the Olympic swimming analogy “I liken this to an Olympic swimmer’s task of swimming. While the concept is easy for anyone to understand (jump in the pool and swim to the other end). it is the details and discipline of training and executing with excellence that distinguishes Michael Phelps from his competitors and makes him the GOAT.”