Channel Strategy and Distribution
Choosing, testing, sequencing, and scaling acquisition channels including organic, paid, SEO, communities, partnerships, events, and platform-native distribution.
42%
Best tweets about Go-to-Market
50 Best Tweets About Go-to-Market (2026)
Browse the best tweets about go-to-market strategy, featuring positioning, channels, sales motion, launches, distribution, growth loops, and GTM lessons.
Concrete go-to-market choices, channels, sales motions, launches, distribution, sequencing, metrics, and lessons from execution.
- Creators
- 47
- Updated
Original Xholic analysis
What 50 top Go-to-Market posts reveal
The posts frequently frame GTM as an execution system: focus capacity on a defined market and channel, connect content or outreach to a conversion path, and build repeatable distribution loops. The benchmark outliers were concrete playbooks or market examples. Paid acquisition and launch timing drew contrasting recommendations across the cited posts.
- Dominant tone
- Positive
- Median score
- 7.47
- Leading format
- Announcement
- Recent posts
- 54%
54% of posts
All-time engagement
62% of posts
Published in 90 days
Conversation map
The themes creators return to
Market Focus and Expansion
ICP selection, vertical/geographic focus, market segmentation, wedges, and deliberate expansion from an initial beachhead.
26%
Product and AI-Native GTM
Product-led and AI-native GTM design, including self-serve simplification, personalized product experiences, usage pricing, and product-embedded distribution.
26%
Positioning and Category Design
Positioning, category design, differentiated messaging, buyer-specific narratives, and aligning the offer with conversion.
24%
Compounding Distribution Systems
Distribution systems built for defensibility and compounding: virality, referrals, communities, advocates, owned audiences, and repeatable feedback loops.
20%
Launch Sequencing and Momentum
Launch preparation and timing: pre-launch audience building, pilots, v1 speed, launch sequencing, and turning initial traction into momentum.
12%
Outbound Sales Motion
Outbound design: account tiers, trigger-based prospecting, research, sales tooling, and coordinating outbound with content.
12%
Founder-Led Content GTM
Founder-led LinkedIn/X content, profile conversion, lead magnets, social proof, and content-to-demo funnels for B2B acquisition.
10%
Tone and stance
Sentiment Positive leads
Author posture Supportive leads
Performance benchmark
- Median likes
- 24
- Median reposts
- 2
- Median replies
- 5
- Median views
- 2K
Posts with media make up 44% of this collection. Their median all-time score is 6.44, compared with 8.17 for text-only posts.
Format mix
- Announcement 62% · score 4.14
- List 36% · score 19.2
- Question 2% · score 196.6
Consensus and debate
Where creators agree, and where they do not
Shared view
Focus before channel sprawl
Several posts advocate concentrating limited capacity: develop one channel before adding others, document distribution as a system, and avoid spreading product, ICP, and channel effort across too many simultaneous bets.
Shared view
Wedge first, expansion second
The cited posts describe expansion as sequenced: begin with a focused market or enterprise wedge, map adjacent segments, and expand after establishing an initial motion.
Shared view
Founder content needs a funnel
These founder-led LinkedIn playbooks connect problem-led posts, prospect engagement, proof assets, profile conversion points, lead magnets, and calls or trials into a path from attention to demand.
Shared view
Engineer compounding distribution
The posts frame distribution as an ongoing system rather than a one-off campaign, citing referrals, user advocacy, onboarding, feedback loops, activation, retention, and expansion paths.
Open debate
Paid acquisition is contested
The posts offer contrasting paid-acquisition advice. Andrew Chen argues startups should exhaust more defensible growth options before relying on paid marketing; another post recommends putting paid spend behind organically validated content; Alex calls e-commerce plus Meta/Google the best GTM play for bootstrapped brands while listing exceptions.
Open debate
Speed versus concentrated preparation
In crypto/Web3, the cited posts emphasize earning attention or getting a v1 into market before a token launch and warn that delay can miss a market window. A separate bootstrapping post says a focused bet can require three to nine months across beta, launch, learning, proof building, positioning refinement, and acquisition.
Open debate
AI shifts the sales-product boundary
One post argues that AI-native product, pricing, and positioning can reduce the need for human customer interactions. Another emphasizes GTM systems that create predictability while leaving room for seller judgment, and a third argues that AI can extend segment-specific acquisition messaging into onboarding and the product experience.
What performs
Patterns behind standout posts
Benchmark outliers were concrete GTM posts
The five benchmark outliers have all-time scores from 154.64 to 659.89, compared with the dataset median all-time score of 7.47. They include posts on founder-led LinkedIn, AI-native enterprise wedges, market mapping, and competitor-GTM research.
List posts had a higher median score than announcements
Lists were 36% of posts and had a 19.17 median all-time score. Announcements were 62% of posts and had a 4.143 median all-time score. The cited LinkedIn and competitor-research examples are list-format posts.
Founder-led content had the highest theme median score
Founder-Led Content GTM represented 10% of posts and had the highest theme median all-time score, 62.077. Its cited evidence covers founder posting, profile conversion points, lead magnets, and content-to-demo flows.
Expansion was a sizable GTM theme
Market Focus and Expansion accounted for 26% of posts and had an 8.319 median all-time score. Its cited examples cover enterprise wedges, concentric market mapping, and focused product-market work.
Statistical standouts
- View standout post 1 Score 659.9 · 88.34× median
- View standout post 2 Score 655.3 · 87.72× median
- View standout post 3 Score 288.5 · 38.63× median
- View standout post 4 Score 196.6 · 26.32× median
- View standout post 5 Score 154.6 · 20.7× median
Creator landscape
Who shapes this conversation
The five most represented creators account for 16% of the selected posts.
-
1. Alex
@heyitsalexP
2 posts
-
2. Logan Gott
@LoganTGott
2 posts
-
3. Startup Archive
@StartupArchive_
2 posts
-
4. AdrienBrb
@adrien_brbr
1 post
-
5. andrew chen
@andrewchen
1 post
-
6. Brian Halligan
@bhalligan
1 post
Logan Gott outlines a LinkedIn motion
Logan Gott’s two posts outline a founder-LinkedIn motion: post around the buyer problem, engage prospects before outreach, capture emails through lead magnets, and turn sales objections into content.
Startup Archive uses GTM cases
Startup Archive uses Stripe’s concentric-market planning and Dropbox’s referral, activation-testing, and usability examples to illustrate GTM and distribution choices.
Alex focuses on paid-channel fit
Alex’s posts argue for platform-native paid-social creative rather than heavily branded ads, while identifying cases where Meta/Google may be a poor fit for a bootstrapped e-commerce brand.
How this analysis was made
Themes, sentiment, stance, and post format are classified per tweet. All counts, shares, medians, creator concentration, freshness, and performance comparisons are then calculated directly from the published snapshot.
Xholic's all-time score compares engagement while accounting for reach, post age, and creator consistency. It is used for relative comparisons within this collection.
This report analyzes the exact 50-post snapshot shown below. AI identifies editorial categories and drafts explanations; all statistics are calculated from the snapshot, and every narrative claim is checked against cited posts before publication.
Best Go-to-Market tweets
Top Go-to-Market tweets from 47 creators
Ranked 01–50
- 01
@LoganTGott ·
GTM strategy for tech companies on LinkedIn: 1. Your founder posts daily, not the company page. Pages reach 1.6% of followers. 2. Build every post around the problem you solve. Not your team, features, or raise. 3. Map the funnel before you post. Every impression needs a next step to a call. 4. Pull trending AI takes off Twitter. Semi-viral in your ICP is what converts. 5. Mix in case studies. Nobody buys until they trust you can deliver the outcome. 6. Pin one PDF carousel on your ICP's biggest problem to your featured section. 7. Your founder comments on 10-20 prospect posts a day before any outbound.
- 02
@buccocapital ·
Really enjoyed the deck @loganbartlett and team just shared on the state of Software, wanted to pull out a few things that caught my eye: 1. AI-native companies are growing faster AND more efficiently The growth rates are really staggering. And they’re doing it with very few people. The demand for AI is insatiable, like nothing we have ever seen, and is diverting budget away from traditional software. This is an existential moment for the incumbents. I’ve been saying Accelerate or Die for months. The accelerating is unprecedented, and the growth is coming at the expense of SaaS 2.0. Only death can pay for life 2. They’re doing it without going head-to-head with incumbents This is probably the most interesting slide to me. These AI-native businesses are growing so fast by using two approaches: A) Finding a wedge into the enterprise, scaling quickly, then trying to expand B) Building AI-native Systems of Record from below. @arampell calls this “Greenfield Bingo.” New businesses/SMB have zero/low switching costs, so AI-native CRM/HR/ERP companies can take share and march upmarket from below Both of these are particularly tricky for incumbents to defend against. They simply aren’t able to move quickly enough to build compelling AI point solutions, and they’re struggling to defend downmarket while also defending the enterprise (bimodal go-to-market and running multiple service models in one company is incredibly difficult) 3. Incumbents scale by throwing people at the problem This has been the dirty little secret of SaaS for 15 years. It’s basically impossible to grow revenue faster than headcount. Some companies like Shopify did it by layering on payments. Consumption-based companies have been doing it. The AI native companies have this figured out. The incumbent, seat-based, companies simply have never been able to decouple revenue from headcount. They will have to learn or die 4. Incumbents have the right to win but they are failing to capture the moment As I’ve said before, the CIO wants to stick with their current vendors. They WANT to buy AI solutions from the incumbents. The problem is their solutions suck. @jasonlk has been all over this. These incumbents have a shrinking window of time where they have the advantage, but that window is shrinking. Rapidly.
- 03
@LoganTGott ·
GTM strategy for recently funded SaaS companies on LinkedIn: 1/ Get your CEO posting daily. Company pages reach about 1.6% of followers organically. That's nothing compared to personal accounts. Your founder's face and voice will always outperform a branded page. PEOPLE FOLLOW PEOPLE, especially in B2B. 2/ Position every post around the problem your product solves. • Not your team • Not your features • Not your funding round The problem your ICP loses sleep over. That's what earns attention from buyers who don't know you yet. 3/ Build one PDF carousel that breaks down your ICP's biggest problem. Pin it in your founder's featured section. This becomes a passive nurture system... every profile visitor sees it and understands your product better. One asset doing work 24/7. 4/ Have your founder comment on 10 prospect posts daily for 30 days before launching any outbound. When you eventually DM them, they already recognize the name. Cold outbound hits completely different when they've seen you showing up consistently in their feed. 5/ Capture emails behind every lead magnet. LinkedIn is “rented” You don't own the algorithm, you don't own the relationship. Create landing pages for all of your lead magnets so people have to opt in with their email to get the actual resource. That way, you can continue to contact them in the future whenever you desire. 6/ Repurpose objections from sales calls into content. Your prospects are literally telling you what to write about. Every "I'm not sure if..." or "We tried something like this and..." is a post waiting to happen. This content converts because it speaks directly to the doubts buyers already have. Most funded SaaS companies throw budget at ads before building any organic trust. What does your current LinkedIn GTM look like?
- 04
@StartupArchive_ ·
Patrick Collison on what he wishes he did differently when scaling Stripe “I think one of the most pernicious mental models you can have is that you are on some growth curve… I think a much better mental model to have is that you’re serving some market, and then there’s the percentage of the market that you’re serving. And whatever percentage you are not serving, you just haven’t built the go-to-market functions and organization that’s brought the product to those market segments.” In the early days of Stripe, they assumed they were on some growth curve, but Patrick believes they could’ve accelerated their growth by viewing growth as a function of their go-to-market apparatus: “What we did not do, but what I wish we did, is six months after launch, we should’ve mapped out the concentric circles of our market.” As he suggests, Stripe should’ve started with very early stage startups then mapped out the larger set of all technical startups - not necessarily very early stage. Then continue this process in successive increments until they got to all companies handling online payments. Each step along the way, figuring out the size of each market, the fraction Stripe was currently serving, what it would take to serve more, and so on. And then work backwards from there: “What would the organization look like that was serving the entire market? Let’s just start building that organization, because the growth curve is under my control. Of course, it’s not 100% under your control, but I think it’s much more under your control than people tend to think.” Video source: @ycombinator (2018)
Watch video
- 05
@salesxsaas ·
As a start up, your competitors GTM is the easiest way to build your own GTM motion. Because why reinvent the wheel (sales funnel) when your competitors already spent years building it Here’s some sources to scrape from your competitors: – integration partners page – backlinks – YouTube comment sections – G2 reviews – LinkedIn followers – Linkedin engagements – Linkedin groups – Slack communities – podcast guest history – case study logos/testimonial pages – partner pages – webinar attendee lists – Facebook group members – Meta Ads Library – newsletter sponsors & ads – job postings (tells you their stack & ICP) – conference speaker lineups – app marketplace reviews – Reddit mentions & threads – Twitter replies & followers All public. All free. All overlooked.
- 06
@andrewchen ·
There's a vast marketing industrial complex of agencies/consultants/advisors/whatever that promotes tech startups spending billions of dollars of unaccountable marketing budget. They're triggered by my anti-paid stance but here's the reality: - paid marketing is much, much worse than organic on every metric (conversion, ROI, etc) - startups work on a fast time scale and can't manage LTV/CAC correctly beyond a months timeframe - risk is asymmetric. a few bad cohorts can kill you (and btw, this has definitely happened) - the age of easy/cheap ad inventory is over. Pricing is controlled by an oligopoly, it's all being algorithmically bid up, and ROI sucks at scale - paid UA has S-curves. Early spend looks good, but plateaus and it's easy to get addicted - if your product is growing organically already, you might just be cannibalizing and pulling forward demand you'd already get anyway - high reliance on paid indicates weakness in the core product and value prop - you can't build a 100m+ DAU product with the majority coming from paid UA (it's just obv math) - going majority paid UA makes it 10x harder to raise VC capital down the line. For all the reasons on this list the main benefit of paid is simple: your agency/consultant/whatever spends money, some numbers go up, and you feel like you're doing something. It's simple to understand, you can apply it to every type of product, and every big co does it right? Billions of dollars swap hands just based on this dynamic. But for startups I argue it's the growth lever of last resort, since it's the most commoditized form of distribution -- you should try to exhaust your other ideas, invest deeper in your product, and grow based on whats unique in the ways that only your startup can grow. That way your channels are as defensible as possible, built around your killer value prop After all one day, you hit your CAC ceiling, your channel saturates, or worse, your competitors just do the same, copying your distribution strategy, dragging the whole industry into a prisoner's dilemma. When that happens, it's hard to incubate a bunch of new 0-1 channels to save your forecasts. The temptation is just to stretch payback periods, buy more, and ride it out. That's a dark path...
- 07
@StartupArchive_ ·
Dropbox founder Drew Houston on why distribution is more important than product LinkedIn founder Reid Hoffman wrote in his book Blitzscaling: "Many people in Silicon Valley like to focus on building products that are, in the famous words of the late Steve Jobs, "insanely great." Great products are certainly a positive, but the cold and unromantic fact is that a good product with great distribution will almost always beat a great product with poor distribution." Dropbox is a great example of this. As Dropbox founder & CEO Drew Houston explains, great distribution is ultimately how they beat out dozens of competitors with similar product offerings. Drew believes that too many startups overlook the importance of great distribution. Dropbox had a great product, but it succeeded because of its great distribution. They used a combination of organic virality (users shared files with nonusers) and incentivized virality (Basic account holders get 500 MB of extra storage per user they refer; Pro account holders get 1 GB) to grow. Virality helped Dropbox double its 100,000 users at launch to 200,000 users just ten days later, then skyrocket to one million users just seven months after that. An important caveat though: if your distribution strategy focuses on virality, you have to make sure you solve retention first. Bringing new users in through the front door doesn't help you grow if they immediately turn around and leave. According to Drew, Dropbox discovered this truth the hard way, when activation rates revealed that only 40% of the people signing up were actually putting files in their Dropbox and linking them to their computers. As Drew partially explains in the clip, the early Dropbox team went on Craigslist and offered $40 to anyone who'd come in for a 30-minute usability test. They asked these people to go from a Dropbox e-mail invitation to sharing a file with another email address. Zero of the five people tested succeeded--they didn't even come close. This stunned the team. So they made a list of 80+ things in an Excel spreadsheet and sanded down all of the rough edges in the experience. They soon watched their activation rate climb and left the competition in the dust as they marched on to a $9+ billion market cap. Source: @ycombinator (Feb 2017)
Watch video
- 08
@paolo_scales ·
I might regret doing this, but today I'm going to leak the exact LinkedIn GTM strategy we used to scale a B2B SaaS from 0 to €42.9k MRR in 120 days: (NO OUTREACH OR ADS) Step 1: Set up the DM conversion mechanism The first thing anyone sees when they visit your profile is the message button. When someone clicks it they're already high intent, they saw your content and decided to reach out. Push them straight to a demo or setup call, or directly to the product if they're ready. Keep it simple and don't overthink it. Step 2: Set up the custom button This is the highest traffic conversion point on the entire profile because it's the biggest and most visible button. Point it directly at your landing page or Calendly. Every post you write sends people here so it needs to be live before you publish anything. Step 3: Build the featured section for cold visitors Some people scroll past the DMs and the custom button because they're not ready yet. The featured section exists for them. Use it for: > YouTube videos > Free resources > A newsletter Anything that builds trust and keeps them moving through the funnel at their own pace. Step 4: Write lead magnet posts (2x/week) Hook = outcome + timeframe + mechanism in the first three lines. "I booked 1.6K meetings in 12 months using LinkedIn. (Giving away the exact copy & paste playbook for free)" - Add an effort signal: "it took me 27 hours to build this" - Outline exactly what's inside with bullet points - Frame it as exclusive: "this is what we only give to paying clients" - One word CTA under 6 letters, comment the word, connect with me - Always include an image that proves the hook is real Every comment becomes a new follower and a DM conversation. Step 5: Write a setup call post (2x/week) Give away genuine step-by-step value throughout the post itself and close with a very soft CTA at the end. "PS, comment DM if you want me to personally set this up for you." Everyone who comments gets booked onto a call where you onboard them onto the product and collect credit card info on the call. 95% of people won't push back on it when they're already live with you. Step 6: Write a social proof post (2-3x/week) Lead with a real result from a real user. Walk through exactly how it was achieved step by step. Don't mention the product until late in the post, let it appear naturally as one step in the process rather than making it feel promotional. The goal is installing belief, not pitching. Step 7: Set up the landing page conversion flow The full funnel looks like this: - Post drives traffic to the profile - Profile pushes to the landing page via the custom button - Landing page pushes to a free trial with credit card capture Inbound leads from content convert on credit card details at a significantly higher rate than cold traffic because the content has already done the selling before they ever land on the page. Step 8: Repurpose every LinkedIn post to X the same day Every LinkedIn post gets reformatted for X in under 10 minutes. All lowercase, hard line breaks, shorter sentences, more direct and polarising tone. Make sure to add one link in bio pointing to the same landing page as the custom button. Step 9: Scale beyond the founder account Once you have consistent DMs and a content formula that converts, add team member accounts running the same system with slightly different angles. Change one word and one image per post and LinkedIn won't penalise the repurposed content. The audiences barely overlap so reach compounds with almost no extra effort. We ran this for one SaaS in the outreach niche and hit €42,975/month in 120 days. We even ran it again for a different AI saas and hit $11.5K MRR in 50 days, from zero. By the time someone gets on a call or starts a trial the content has already done the selling, the close is almost automatic.
- 09
@brettberson ·
There are a small number of elite go to market leaders. Graham Moreno is one of them. He recently joined @p0 to help lead GTM. Before that, he was at Cognition, Grafana, and MongoDB. One of his core philosophies is that a great go to market system raises the floor and introduces predictability while still leaving space for exceptional people to use their judgment to delight the customer. “One of my favorite stories is, one of the best reps I’ve ever worked with, during the pandemic found out that the son of a champion at one of his companies had been taking guitar lessons and couldn’t anymore because of COVID. So he ended up teaching this guy’s kid guitar over Zoom during COVID. And he also didn’t tell anyone. No one found out about this for a long time. Then the champion at this account brought it up on a call with me six months later and was like, ‘Oh yeah, Isaac has been teaching my son how to play guitar.’ At no part in our process does it say, ‘teach someone guitar.’” This is one of my favorite deep dives on what it means to be an executional revenue leader in a post AI world. Hope you enjoy it as much as I did. Timestamps 00:32 Has the sales playbook changed in the AI era? 02:13 Why "showing up" beats letting the marketplace decide 06:50 Why great salespeople sell to engineers and executives in one motion 11:37 Selling to AI-native buyers who grew up on ChatGPT 13:49 Same seller, different tempo: 8 weeks vs. 8 business days 15:57 How AI-native buyers handle build vs. buy decisions 17:48 The rep who taught a champion's son guitar over Zoom 19:03 Raising the floor without capping the ceiling 22:09 Why too much process narrows the kind of seller you attract 25:46 The three pillars of GTM excellence 31:00 Building peers who are 80% aligned, not 100% 38:03 Whether AI is changing what good enablement looks like 41:35 Selling against direct and implied competitors at once 42:45 Instrumenting the funnel from stage zero to close 45:57 Why post-sales should always roll up to the revenue leader 48:19 The case for outsized commissions 52:02 The 96 hours of panic before Cognition acquired Windsurf 53:04 How far out should a GTM leader be planning? 57:53 What a normal week looks like in hypergrowth
Watch video
- 10
@HyperSalesman ·
Instantly and HeyReach are neat tools but you’re delusional if you think they’ll take you from $0 to $1,000,000 overnight. You’ve been lied to. GTM isn’t plug-and-play. Sending 100, 1000, 10000, 100000, 10000000, or 10000000+ messages doesn’t automatically fix your outbound. Seems like every new tool is focusing on volume + ‘personalization’ with AI. This should ONLY be layer of your GTM. Not the whole thing. We use similar tools at Erudite. But only for our tier 3 account list. For tier 1/2 prospecting, we use: 1. Bitscale (list building) 2. Floqer (workflows) 3. Exa (acct research) 4. Serper (scraping) 5. Trellus (dialer) 6. Replit (in-house tech) 7. Attio (heavyweight CRM) 8. Kondo (superhuman for LI) 9. InboxApp (superhuman for X) 10. LeadDelta (LinkedIn lightweight CRM) And a bunch more. If you want to launch a GTM motion, you have to think beyond what 99% of outbound gurus teach you on X.
- 11
@bhalligan ·
I am the first to admit it: I had Kareem, the CEO of Clay, all wrong. When Clay first crossed my radar, I thought he was too laid-back: no obvious chip on his shoulder, no external veneer of obsessive, rabid 'run through walls' CEO persona that we all look for. Kareem builds from what he calls "a place of wholeness" rather than lack - noting to prove, no revenge plan. It makes him sound almost too chill, but the operating instincts underneath are sharp. Crazy sharp. Clay has since exploded. $2M ➡️ $100M in two years. But let's not gloss over that he spent roughly five years wandering before Clay clicked, and his takeaway is that the hard part of building isn't working hard, it's the courage to commit to one idea and stop listening to everyone else, customers included. He flipped every assumption in his market: sell to technical "go-to-market engineers," charge for usage instead of seats, pick power over simplicity. We both created new types of roles for our categories, in completely opposite ways. I flogged "inbound marketing" with a book, a conference, and relentless content. Kareem coined "go-to-market engineering" and then refused to take credit, letting agencies own it because a category has to be bigger than you. We also get into his "momentum detective" theory of the CEO job, why he's deleting his standing one-on-ones, and why apologizing is one of his sharpest tools. There's no single way to run a company. Kareem is my proof. 👇 Full episode in the comments
Watch video
- 12
@StevenCravotta ·
My organic to paid distribution strategy: Step 1: Start with $0 organic content on TikTok / IG Step 2: Post daily and find your natural winners Step 3: Light the winners on fire with paid ads. No need to spend before organic validates videos for you. But when they do, put real money behind them. Then you’ll understand what printing cash means.
- 13
@vasantshetty81 ·
I think there is now enough awareness about the importance of protein and how Indians are generally protein deficient. Most solutions in this space fall into two categories. One, whey based protein powders, often priced at a premium with added flavors. Two, high protein drinks, energy bars, and similar products. However, a big missing piece, in my view, is embedding protein into everyday food. The food people already eat, crave, and cook at home. If we can meaningfully enhance the protein content in such foods while keeping them tasty, many new protein brands can win this space. This also needs to democratize access. Products should be more affordable, not necessarily cheap, but accessible to a much larger audience. A dear friend of mine, @Manojrs008 (MTech in Industrial Biotech from NITK Surathkal), has been deeply passionate about protein from a research perspective for several years. He has explored how to enhance protein using everyday ingredients, while ensuring all essential amino acids are covered, and without compromising on taste or accessibility. He has gone through a long journey, experimenting with different protein formats, including powders, and even running some interesting B2B experiments. One key insight he arrived at is this. If taste is not solved, nothing else matters. Most current protein products are consumed by people who are conscious about nutrition, even if they do not truly enjoy the taste. But for the masses, taste is non negotiable. To address this, Manoj and his co founder Ajay have built a ready to cook and ready to bake product called Nuchin-unde. In Kannada, Nutchinunde refers to a steamed preparation typically made using lentils and other healthy ingredients. They have developed their own formulation and iterated multiple times before launching. I recently tried their Nuchin-unde, and it is quite good. The pepper and asafoetida notes come through nicely. The composition can improve a bit, but this is already meaningful progress from the team. Do give it a try. The team is deeply passionate about what they are building. They have launched the product and are actively working on go to market and product market fit. They are also looking for support, especially on the marketing side. If anyone is interested in helping or collaborating, let me know. I can connect you with Manoj for a conversation. 🙏 Link: https://t.co/Rv8TIsb2Zs
- 14
@lukesophinos ·
Your GTM motion is probably more important than your product. It's where 99% of founders fail. The best founders don't launch without confidence in their GTM. Some industries are just brutal slogs. Education is one. You can have the best product on earth and it'll still take a decade to scale. You have to think about GTM the same way you think about product. They work hand in hand. A good product without users is a shitty product. Some industries just aren't set up to adopt quickly, even when they desperately need what you're building. Here's what I strongly recommend before going all-in on a vertical: Study every company with real traction in that space. Is it sales led? Marketing led? How long did it take them? What's their ACV and how does that enable their motion? Test relentlessly. Spin up vaporware. Act like you have the best product the industry has ever seen. Try marketing led GTM and advertise on digital channels. Test sales led and see how long it takes to get to contract. Product led? Build a v1 and see if freemium conversion or expansion actually works. Track channels with insane intensity and intellectual honesty. What's working? What's not? If this persists, how long will it take to build the company I actually want to build? I've had ideas I was ecstatic about. The market needed it. Customers were begging for it. But the GTM motion wouldn't work. Too painful, too long. I abandoned ship. Don't fall into the GTM trap. Too many founders don't think about this until 1-2 years in. That's a painful time to realize you're facing a long, brutal slog. Validate your GTM motion like you validate your product.
- 15
@jonwu_ ·
if you're a community-driven business i.e. your GTM motion depends on people sharing outputs from your product you need to be PUMPING use-case testimonials from your power users 1. capture e-mails at signup 2. enrich with Clay 3. feed to Claude and categorize by credibility according to a scorecard you determine (most of the time this is just title + company, but it could be e.g. social media followers for some products) 4. AS THE FOUNDER, hand-message the user and request an interview. if your product data shows they are a power user / superfan, this should have an insanely high close rate 5. ask to record the interview, then simply ask about the biggest wins and insights they've had using the product 6. ask for a headshot and permission to publish quotes 7. do 1 of these a week, every week in a many-to-many business, the user is not learning from you, they are learning *from other users,* so the social proof isn't "logos," it's use-cases. and a lot more businesses than you'd think are community-driven. AI coding tools, imagegen, even many (most) enterprise pro tools tl;dr - who are the legit-ass people using your product - what amazing things are they doing with it go forth
- 16
@jacalulu ·
Go-to-market is having a moment. We talk a lot about how AI has made building easier. Anyone can ship. The question has shifted from can you build it to should you build it — and then, once you decide to build, can you make sure the right people know it's for them. GTM has always mattered. But I think it's becoming THE skill. Here's something that's been on my mind: vertical-specific marketing is not a new idea. Notion doesn't talk to a college student the same way it talks to an enterprise team or a solopreneur building their second brain. Stripe doesn't pitch a scrappy startup the same way it pitches a marketplace or a global enterprise. Different landing pages, different messaging, different entry points — all leading to essentially the same product underneath. The landing page did the work of making you feel seen. Then you dropped into the same experience as everyone else. AI changes that equation completely. The cost of building is approaching zero. The ability to understand context, adapt tone, surface the right features, and shape the entire experience around who you are — that's no longer a moonshot. It's just a product decision. Which means the vertical-specific landing page doesn't have to stop at the landing page anymore. It can carry through the onboarding. The default settings. The suggestions. The entire product surface. The student and the enterprise team don't just get different ads. They get different products — that happen to share the same infrastructure. We're at the beginning of a world where GTM and product are the same thing. Where the message you used to acquire a user becomes the experience that retains them. That's a pretty wild shift in how we should think about what gets built — and for whom.
- 17
@heyitsalexP ·
You say your ads are "on brand", I say they're rude. Think about it this way: you're at a DTC dinner and you want to break in to a conversation circle. Do you push your way in and start loudly self promoting? (well...some of you do this...I've seen it IRL...but it's rude!) What you're supposed to do: listen to the conversation that's already happening, then jump in at an appropriate time and add value. When you insist on running highly branded ads on paid social– ads that open with a 7 second tracking shot of a sunset as your brand logo sloooowwwwly fades in on screen– you're jumping into a conversation that already exists and trying to hijack it for your own purposes. No one cares. They're literally hunched over on the toilet, trying to decompress with a few minutes of cat videos before they return to work, where their boss will probably scream at them. Some brands can get away with "pretty branded ads" It's because they have already invested decades of time and billions of dollars in building cultural context (that's what I talk about in the video). If your brand is <5 years old and you are leaning on Meta to drive sales, this doesn't apply to you. And if you feel strongly that platform-native content will "tarnish" your brand, you need a different go to market strategy.
Watch video
- 18
@itsalexvacca ·
95% of B2B deals close with a vendor that made the buyer's day-one shortlist. Getting on it comes down to two questions, and the answers tell you whether outbound or content is your play. After running outbound for 267+ B2B companies at ColdIQ, this is the 2x2 we run every account through: 1. Does the buyer feel the problem yet? 2. Does the category already have a clear leader? > Buyer doesn't feel it + category locked → outbound wins. You reach them before they start looking, so timing is the edge. For example, hen a company crosses 10 remote hires, Deel is in their inbox about EOR compliance before the pain even shows. That same email gets 1-3% replies cold and 10-14% on a real trigger. > Buyer feels it + category open → content wins. Own one lane and publish into it every week until the market uses your name for the problem. We did it with @clay and "outbound sales tools." Two years in, buyers reach for Clay and land on us. > Buyer feels it + category locked → niche down. Stop pitching the "HubSpot alternative," that deal is already lost. Build the CRM only a manufacturer would buy and you take the room. It's why vertical SaaS is growing 2-3x faster than horizontal. > Buyer doesn't feel it + category open → run both. This is the only square where the flywheel works. Content names the problem, outbound finds the people who just hit it. Most founders run hard outbound into a locked category, then blame the channel. That's wrong. You must first identify which square your buyer is in, and then build your GTM motion.
Watch video
- 19
@RetentionAdam ·
Founder: I’ve got 35 AI agents making me 100x more productive! Me: But you’re still on Zoom calls 9 hours a day... Founder: [nods] Me: You’re missing the point of AI Founder: What do you mean? Me: You’re trying to bend AI to fit into your existing business. And yeah, you will see some incredible gains come from that. But it's not enough. Founder: So what’s the problem? Me: If you rebuilt your product, pricing, and go-to-market around AI… it could run your entire front line. Every customer conversation. Every interaction. You’d be free to focus on SUPER-high-leverage stuff. Product, brand, growth. Founder: That SOUNDS nice, but our product requires a sales call to get people properly educated and onboarded. Me: You’re still missing the point. If your product, pricing, and positioning is simple enough, AI can handle ALMOST every customer interaction. We proved that with RB2B. Founder: But our product is more complex than yours. It has to be. Me: That’s what every SaaS founder says right before they get out-executed by some YC kid with an AI-native business. Over the next few years, the old guard will stall out, while a new generation of truly AI-native companies emerge who design their product and go-to-market strategies in a way where every human minute spent ACTUALLY gets amplified by 100x. Founder: What does that even look like? Me: AI has made the 3-man, $10m ARR SaaS a reality. How? If you’re not on calls all day, you can spend your time on MUCH higher leverage activity like product, pricing, and growth. Founder: Yeah, but we aren’t RB2B. So what should I do? Me: Stop asking, ‘How can AI help us do more of what we already do?’ Start asking, ‘What would my business look like if AI could do almost all of it?’ Design that version. Then build toward it. Founder: That’s kind of terrifying. Me: It should be. Because if you don’t, you’re screwed. Founder: And if I do? Me: You win. $10M ARR. A couple FTEs. The FU money of SaaS.
- 20
@emmettshine ·
Air (@airHQ) Canvas is live! It’s a huge leap forward as a product, and service from Air, one we’re excited to use ourselves. @littleplainsxo helped with the strategic sprint behind this launch’s positioning a few months back: positioning, narrative architecture, messaging system; the foundational thinking that the product story and go-to-market are built on. For a powerful new AI-first tool, Air asked us to use our proprietary blends of AI-first research & strategy. You can see of our markdown files, Notion docs, strategy frameworks in the carousel - that helped inform that foundation. All the design, final copy, and advertising is Air’s team excellent work. Proud of this one. Congrats Air! Credits: @DanBatten - Lead Strategist, Generative Director Emmett Shine - Creative Director Caroline Bel-Kher - Lead Creative Product Manager @alexleiphart - Digital Strategy Michelle (Savino) Riis - Account Manager Laura Romero - Operations Client: @shanehegde - CEO, Lead Emmeline Vu - Product Marketing Lead + @arieljrubin - Chief Connections Officer
- 21
@nurijanian ·
"Thin GPT wrapper" was supposed to be an insult. But every SaaS app you pay for is a thin SQL wrapper. Airbnb is a CMS. Tinder is a database with a social layer on top. Hinge is the same database with slightly different sorting. Everlaw, a cloud legal discovery tool used by major law firms, is just a file management system with a user management system on top. Nobody at Everlaw worries about AWS competing with them, because AWS has no idea how to sell to lawyers. The code was never the hard part. The hard part is figuring out that the problem exists, designing the right solution, building the go-to-market, and giving the customer a throat to choke when something breaks. No lawyer is going to buy an API key for sentiment analysis or document translation. They're going to buy a product with a support team and a Salesforce and someone who picks up the phone. Now, there is a real difference between wrapping a SQL database and wrapping an LLM. SQL is deterministic. You write a query, you get the same answer every time. LLMs are stochastic and error-prone. They hallucinate. They drift. They give different answers on Tuesday than they gave on Monday. Which means the "wrapper" around an LLM has to do fundamentally harder work than a SQL wrapper ever did. It has to manage trust. It has to handle failures gracefully. It has to build reliability into a layer that is inherently unreliable. And it has to do all of that while making the experience feel simple and predictable to the user. That's not thin. That's the entire product. I think every wave of infrastructure produces the same dismissal. "It's just a website" was the 2005 version. E-commerce companies heard it constantly, and most of the dismissers missed that the value was in logistics, trust, and customer experience, not in the HTML. "It's just an app" was the 2012 version. "It's just a wrapper" is the 2026 version. And they all miss the same thing: the value was never in the technology layer. It was in the problem selection, the UX, and the route to market. Some wrappers genuinely are thin, and those will die. If all you've done is put a chat interface on top of an API and charge $20/month for what costs $2 in tokens, that's not a product. But the ones that solve a real problem, handle the messy reliability work, and build a go-to-market that reaches the right buyer: those aren't wrappers at all. They're products. And the fact that the underlying technology is commoditized makes the product layer more valuable, not less.
- 22
@heyitsalexP ·
eCom + Meta/Google is still the best go to market play for bootstrapped brands... UNLESS you are trying to do one of these 5 things: #1: Luxury brand You can't post moody photos of a $850 white button down with zero justification or context and expect cold audiences to convert. #2: Solo makers A one person craft business where you are making every product to order, shipping it, handing customer service and doing marketing doesn't have enough time to do any of those things well enough to scale. #3: Muddy middle You have a product that is "kinda" differentiated, a founder that "kinda" knows Meta ads, and the strategy is constantly pivoting between brand and direct response without going "all in" to either. #4: Broke bois You can't spin up a business manager account, throw up some ads at $50/day and start driving conversions at a 3x ROAS on day one. It worked that way in 2018, but those days are over. #5: Category creator Meta ads are scalable when they capture existing motivated demand. If you need to convince consumers to make a massive adjustment to their "business as usual" behavior it will be hard to scale profitably. Feel free to tell me I'm wrong (but I'm right).
- 23
@seeksahib ·
take that's gonna age well: launching a token to get attention is the most expensive mistake in crypto and everyone keeps doing it. you launch, you get a spike, the spike is your all-time high, and then you spend nine months explaining to your community why token went down. flip the order. earn the attention while you've got nothing to sell. when there's no token, nobody can call it a shill, and the people who show up actually care about the thing. then... only then... the token becomes a reward for being early to something real, instead of being the whole reason anyone showed up in the first place. hyperliquid did it this way. shipped, people used it, token came late, community was already there. half the -90% launches this year did the exact opposite and called it a go-to-market strategy. the sequencing matters more than the tokenomics. and almost nobody does it on purpose. tell me if i'm wrong... show me one token-first launch that's up a year later. genuinely will change my mind if you've got one.
- 24
@sobczak_mariusz ·
If you remember anything from our AMA let it be this : @zeussubnet is not a weather app. It is a B2B weather intelligence product aimed at energy traders and grid operators. I walked into the $TAO @zeussubnet AMA skeptical and walked out genuinely impressed. Not because @wouterhar sold me. He did not try to. He answered questions directly, acknowledged the problems, and described a business model I had not fully understood before. That combination of honesty, specificity, and a coherent path to revenue is rare in this ecosystem. @zeussubnet has been misunderstood, partly because it has not always communicated clearly, and partly because “weather forecasting subnet” sounds niche if you do not understand the market it is actually serving. @zeussubnet is not a weather app. It is a B2B weather intelligence product aimed at energy traders and grid operators. That matters because energy trading, especially in renewables, is fundamentally a weather problem. Wind, cloud cover, and local weather conditions directly affect output, pricing, and hedging decisions. Companies already pay serious money for weather data because the signal matters. @wouterhar explained the differentiation clearly: @zeussubnet incentivizes miners against the exact benchmarks clients care about in an ongoing competition. That means specific variables, specific regions, and specific time horizons. Traditional weather vendors build one model and sell the same output to everyone. @zeussubnet does the opposite. Instead of one static model, it runs continuous optimization around what a given client actually needs. One of the most important updates from the AMA was the v2 launch. Forecast horizon expanded from 7 days to 14 days, and the incentive structure was cleaned up by moving to winner-takes-all per variable while removing the latency incentive. The 14 day extension matters because it directly matched the requirements of their first pilot client. If the pilot needs a 14 day horizon and you only have 7, you do not have a real pilot. The pilot itself is the most important near-term catalyst. It is a real client using @zeussubnet for weather forecasting tied to energy trading decisions. That does not mean revenue is confirmed. It does mean this is no longer just a story. @wouterhar also said real users care about exact locations at lat/lon precision, exact variables and metrics, and success measures that go beyond standard RMSE. Traders care about whether the forecast improves a decision at the exact coordinates of a real asset. The moat here is not secret technology. The data is public and the code is open source. The edge is the feedback loop: continuous client-specific benchmark optimization wired directly into miner incentives. That is structurally hard to replicate without rebuilding the entire incentive architecture. The go-to-market is still early. @zeussubnet appears to have more than one pilot underway, with at least one live pilot tied to an energy trading client. The product thesis makes sense. Now it has to prove the sales motion. @zeussubnet is not following a standard venture-backed path. It is being built through Bittensor emissions, using crypto-native funding rather than institutional capital. The biggest unresolved issue is burn. @wouterhar clarified that miners were aware of what was happening during the v2 transition and that there was no major pushback from the mining side. From the holder side, burn looked alarming without enough visible context. That is why communication still matters. @zeussubnet does not look like a fraud or a broken product. It looks like a team that has built more than it has explained. @wouterhar committed to dashboards,investor updates, and more public communication. Those now need to ship. @zeussubnet is building a real B2B product in a real market with a structure for continuous improvement that competitors can’t easily replicate. Communication has to improve. But this AMA changed the picture for me.
- 25
@HarryStebbings ·
I have interviewed 1,000s of the world's best founders over the past decade. Few have impressed me like @ShivdevRao at @AbridgeHQ. He navigated a brutal 5-year wilderness before exploding into one of the most dominant forces in vertical AI. Today, Abridge is a $5.3BN powerhouse. I sat down with Shiv to unpack exactly how he did it and condensed my notes below: 🚀 6 Lessons on Building a $5.3B Vertical AI Juggernaut 1. Survive Long Enough for Market Timing to Catch Up: Abridge spent 5 years in the "wilderness" before hitting a tidal wave of adoption. When you have an absolute true north thesis, your primary job in the early days is simple: stay standing and don’t die. You must be alive when the sky finally opens up. 2. Pivot the Product, Never the Core Thesis: Shiv was willing to pivot on features, go-to-market strategies, and business models. But he refused to budge on his core thesis that healthcare is ultimately powered by the spoken human signal. Die on the hill of your thesis; adapt everything else. 3. Target the Concentration of Scale Early: A massive trap for healthcare and enterprise founders is staying down-market too long for "fast feedback loops". In the US, the vast majority of clinicians are concentrated within large, integrated delivery networks. Time your "YOLO shot" to go up-market the moment the market inflects. Single biggest advice to founders on when to go up market @bhalligan @dharmesh? 4. Own Your Stack to Protect Your P&L and UX: While many AI startups rely entirely on frontier systems, 40% of Abridge's model outputs are generated by in-house models. Milliseconds matter in high-stakes enterprise workflows. Building your own models gives you insane performance gains, lower latency, and ultimate control over your P&L. When should you vs should you not build your own model @matanSF @MaxJunestrand @antonosika? 5. Don't Fight Foundation Models—Counter-Position Instead If you try to fight the frontier model giants directly, you've already lost. You win by going millions of miles deep into regulated industries with proprietary datasets and workflows they can't easily replicate. Find ways to coexist and leverage their tailwinds. Reminds me of what @bradlightcap said on his 20VC. 6. Move Toward the "Flat Company" Era: With the explosion of AI agents and advanced tooling, the traditional management layer is compressing. Shiv’s latest idealistic shift is building a hyper-flat organization: fewer managers, and highly leverageable "Super ICs" who can move in lockstep and cover massive surface area. (link in comments)
- 26
@etnshow ·
The best product doesn’t always win. @mirko_novakovic, CEO of @dash0hq, proved it with one example: • Lovable is everywhere, from the founder to the brand • There maybe 50 better products you’ve never heard of • 10x better means nothing without distribution Go-to-market makes all the difference.
Watch video
- 27
@heymike777 ·
Day 54 of building @cashflow_fi in public for @solanamobile. Week 1 of Colosseum Frontier. Focused on planning + preparing for launch. Cashflow goes live in the dApp Store next week. Spent this week defining: → what to ship in the next 5 weeks → distribution strategy → how to get first users → how to generate first revenue Build phase is over. Now it’s traction. See you tomorrow.
Watch video
- 28
@bohdan_ly ·
I watched @lamxnt and @RobHoffman_ tear apart a SaaS GTM strategy for an hour. filled two pages of notes. 2 hrs in total packaged in one 5 min post below. three ideas completely changed how I think about SEO: 1. Alternative pages don't work alone. You need a content cluster: • Alternative • Versus • Best X They should all link to each other. One isolated page is just another forgotten landing page. 2. Stop pretending to be objective. Put your real name on comparison pages. Write in first person. "I tested these tools. Here's my methodology." Google and buyers trust accountable opinions more than anonymous "neutral" content. Unstated bias is the real problem. 3. Ranking isn't the goal. Conversion is. Most comparison pages look like polished SaaS landing pages. Buyers don't want another pitch. They want evidence. ✓ Social proof ✓ Real testing ✓ A clear recommendation The biggest insight, though, had nothing to do with SEO. Everything is downstream from the offer. A weak offer makes you spend months optimizing pages that were never going to convert. A strong offer makes every channel work harder. Tonight I'm auditing ours against four questions: → Is the niche painfully clear? → What objection are we solving? → What's our unique mechanism? → Is the packaging obvious? One last takeaway: ✘ Don't niche down by demographics ✓ Niche down by behavior The narrower the behavior you serve, the easier it is to describe the problem - and become the obvious solution. Narrow beats clever. Huge shoutout for @lamxnt and @RobHoffman_ ! Worth every minute watching.
- 29
@fatuogwuche ·
Monday Newsletter 🚨🚨 Let’s talk about a jersey. Specifically, the Inter Lagos FC jersey for the 2025/26 season, where the Send App by Flutterwave logo now sits. When Flutterwave put its consumer product, Send App, on Inter Lagos FC’s kit, it built a distribution strategy. Silicon Valley figured this out years ago. Africa’s tech companies are getting started. Read my take: https://t.co/4TLvDeROGv
- 30
- 31
@frantzfries ·
Spent some time using open models (K3 and Laguna) and I’m finally convinced However, I wouldn’t put them near any important code because the provider relationship is unclear It seems like there is an opportunity for someone to host this new generation of excellent open models entirely in the US, then position their go to market around it Charge 20% more than you buy it for, don’t train on it and automatically map low, medium, high and max to the whatever the current appropriate models are Make it dead simple and do nothing else, seems like it would fill a niche
- 32
@MollySOShea ·
Barak Kaufman (@barak_kaufman), Chief Strategy Officer of @wonderful_ai says "Geographies will be even bigger than verticals when it comes to AI." "When you look at actual labor, & labor displacement, & what's actually happening in the world & where it's likely to go, countries are way more interesting from an expansion perspective and a focus perspective than verticals." "You can go horizontal without a vertical specialization with AI, as long as you're able to solve the go-to-market strategy with it." The playbook? "Enterprise applied AI playbook + Uber go-to-market strategy." "We're in over 30 countries around the world. In pretty much the last six months, we've expanded to most of them." And on breaking out in AI: "What it requires is a non-consensus insight that you need to actually be right about." For Wonderful, that bet was "to go generalized, to go horizontal in terms of the use cases that you can actually offer for enterprises, but to actually focus on rest of world versus US."
Watch video
- 33
@heyblake ·
You need to change your positioning. Everyone knows it. You know it. The board knows it. Your sales team is definitely sending you passive-aggressive slack messages about it. So why haven't you done it yet. Here's the secret cost that nobody talks about. If your positioning has been the same for 12 months, your entire go-to-market motion is built around it. Your case studies validate it. Your sales deck assumes it. Your content strategy defends it. Your customer onboarding message presupposes it. Changing positioning fails to cost marketing time. It costs revenue for 60 to 90 days because your sales team has to relearn how to sell, your content looks misaligned with your position, and your existing customers are suddenly confused about what company they're giving money to. Most founders look at that cost and decide the current position is fine enough. It's not. But it feels fine enough compared to the cost of changing. This is positioning debt. And it compounds. The position that was right for product-market fit is almost never right for scale. But the cost of admitting that and changing it grows every quarter you wait. So here's what actually happens. Companies change positioning when they can't afford not to. When the cost of staying positioned wrong exceeds the cost of changing. If you're in that moment right now, stop reading this and talk to your team about what it actually costs to shift. Because the delay will only make it more expensive.
- 34
@jonahlau_ ·
Precedent matching from Web2 is leading teams to optimize for the wrong things Every startup pitch references 2008 social apps or 2015 SaaS waves - build fast, grow users, figure out monetization later. That worked because distribution was expensive and hard to replicate. If you built an audience or network effect, you had time to figure out the business. AI tools have the opposite problem. Distribution is hard but building is trivial. You can copy the product in a weekend but you can't copy the go-to-market. The precedent that actually maps is DTC brands in 2019. Infinite competitors, zero product moat, entirely dependent on owned channels. The AI companies that survive will be the ones that owned their distribution before they scaled.
- 35
@nickgraynews ·
Inside Cloudflare's Enterprise Sales Roadshow https://t.co/Nx8ST2QOoS I’m talking to a guy who knows that Cloudflare is better than Zscaler, but he still bought Zscaler. He’s the Chief Information Security Officer for a Fortune 1000 company. His eyes light up like a freshly racked server as he tells me about an AI agent he built that caught a cyberattack his monitoring tools missed. This guy is a practitioner, not a suit. He builds things and he codes. He knows what’s good. So I want to know why he’s not buying more Cloudflare. But first I have to finish my blueberries, get a name badge, and raid the swag table. Hello. I’m Nick Gray, Cloudflare superfan and amateur blogger. I’m writing to you today from Houston, Texas where I’m attending Cloudflare Immerse 2026. This is an enterprise sales roadshow. Today I’m on the front lines of go-to-market. I’ve got a Cloudflare-branded wireless charger in one hand and a lanyard that says I probably shouldn’t be here in the other. A chime rings. The wooden doors to the fancy hotel event space open. I’ll tell you why you should go to one of these Cloudflare events if you get invited, what people talk about inside, and why even the skeptics in the room left thinking about Cloudflare differently. see the article on my blog with photos and more here https://t.co/Nx8ST2QOoS
- 36
@peeplaja ·
Winners and losers have the same goals. It's not the goal setting that makes the result. The result is a sum of your decisions and consistent execution (inputs). Two examples of driving business results: 1. The quality of your decisions comes from the quality of your information. When you craft your go-to-market strategy, rely on hi-fidelity (unbiased, straight from the source) information on your target customers, not generic reports or assumptions. 2. You can't directly affect the result, so you must focus on leading metrics. If you want to lose weight, track calories and exercise. If you want your website to convert better, you focus on improving clarity, relevance, differentiation, and the value you promise to deliver. Improve the 4 layers of messaging, and the overall conversion rate will go up (cause and effect).
- 37
@zeussubnet ·
Weather touches a lot of industries. To go to market with Zeus, we made a deliberate choice to focus on energy markets. 🤝 As we build, we’re working directly with traders. Getting product input, opening doors, and lining up early demos and pilots. We’ve said no (for now) to other verticals, focus is the tradeoff you make when you’re serious. Build something that works, then expand. 🚀 $TAO
- 38
@crustdata ·
We analyzed all 656 of OpenAI’s current job listings to understand where their focus is and why they decided to acquire TBPN Here’s what we found: → Only 30 of 656 roles are in Research → ~150 are in Go-To-Market, more than Research, Security, and Data Science combined → ~100 are Palantir-style Forward Deployed Engineers. Anthropic surpassed them in enterprise market share. This is their answer → 18 roles are dedicated to ads. They hit $100M in ad revenue within 6 weeks of the pilot → 20 roles are in health and life sciences. Drug discovery, FDA submissions, clinical docs → 41 roles are for the Jony Ive hardware device
- 39
@sylviahchannel ·
This week’s Before Takeoff is for solo and bootstrapped founders spreading their limited capacity across too many product features, ideal customer profiles, and go-to-market channels ✈️💨 Juggling several promising bets can feel like you are being strategic and ambitious. But every additional bet creates another message, sales path, feedback loop, and maintenance burden. 👇 Inside this article - https://t.co/D7WBxSpL5u, I break down: → why part-time founders may only have capacity to properly back one significant bet → how full-time founders can carry one main bet and one or two much smaller supporting bets → why a main bet includes far more than building the product → how it can take three to nine months to move through beta, launch, market learning, proof building, positioning refining, and customer acquisition → why focused commitment creates more effective pivots → how to tell whether a smaller bet is supporting your main quest or stealing resources from it 🎯 Going all in does not mean stubbornly defending the first version of your idea. It means concentrating enough time, money, attention, and energy to discover the strongest version of the opportunity. A bootstrapped team of one cannot make every good idea a current priority. Choose the bet that deserves your full backing now and give it enough concentrated effort to find out what it should become. 👉 ✈️ Subscribe to Before Takeoff for weekly drops of founder intelligence for the solo and bootstrapped business journey from day zero to takeoff: https://t.co/lwht3kgu8C #beforetakeoff #startup #founder #entrepreneurship #bootstrapping
- 40
- 41
- 42
- 43
- 44
@billwolfe ·
If you spent 12 months building your product and 12 days thinking about distribution you did not build a company. You built a liability. Most founders treat distribution like marketing. It is not. It is infrastructure. The product delivers value. Distribution decides if value compounds or dies. Here is what experienced operators understand: 1. Distribution is a system, not a campaign If growth depends on your energy this week, you do not have distribution. You have hustle. Real distribution has inputs, outputs, feedback loops, and ownership. Clear referral paths. Defined partnerships. Automated follow up. Tracked conversion points. 2. Distribution starts before launch You do not “go to market.” You build the market while you build the offer. Audience building. Strategic relationships. Waitlists. Early case studies. If no one is warming up while you build, you are guessing. 3. Distribution must be engineered for leverage One to many communication. Community structures that create pull. Systems that turn clients into advocates without begging for referrals. For example: If every new client does not trigger a defined onboarding flow, a value delivery cadence, and a built in expansion path, you are leaving growth to chance. Chance does not scale. Your distribution strategy should be as documented as your product roadmap. Owned channels. Repeatable partnerships. Clear activation triggers. Measured retention and expansion. Improvised distribution creates unpredictable revenue. Engineered distribution creates durable companies. Be honest: Did you design your distribution like a system or are you hoping your product is good enough to sell itself?
- 45
@adrien_brbr ·
If you're posting on X, Reddit, Threads, TikTok, LinkedIn, IndieHackers and getting zero traction on all of them STOP. You don't have a distribution strategy. You have a prayer. I did this. I spread myself across 6 platforms thinking "more channels = more reach." Got nothing. Crickets everywhere. Then I went all in on one. Just one. And things started moving. Master one channel until it prints. Then add the next one. You're not losing because you're not everywhere. You're losing because you're nowhere. Back to work, shipping content on the one that matters.
- 46
@shreyansalecha ·
Go-to-market is the most-important missing slide in most decks. There will be multiple slides on the product, the roadmap, the tech. Then, either there's nothing on the distribution side or even if it's there, it will have 2-3 generic activities and channel. Most founders treat acquisition as if it's bound to happen. But in reality, it's probably the hardest part of building the startup. So, I want to see what have you been doing that's working and what you intend to do going forward. Specific activities. Specific channels. What's your estimate of acquisition cost? How long does your sales cycle take? Also, when there are lots of startups building a similar product, distribution becomes increasingly important.
- 47
@martocsan_ ·
Speed beats perfection in business and this is even more true in Web3, blockchain, and crypto startups. I’m not saying this as theory. I learned it from experience. In my first projects, we had a lot of advisors. Smart people. Well-intentioned. Each one asked for just one more thing before launch, more features, better metrics, cleaner numbers, stronger partnerships. All reasonable. Together? They killed our timing. We delayed again and again trying to hit perfect numbers. While we were polishing, we missed the most suitable launch window, the moment when the market narrative, community attention, and momentum were aligned. That mistake taught me a permanent lesson. Perfection is usually fear wearing a strategy costume. In traditional business, delays are expensive. In Web3, crypto, and blockchain markets, delays are fatal. Web3 doesn’t reward the smartest person in the room. It rewards the most active one. Nobody remembers the ones who waited. They remember the ones who kept showing up. Web3 is an attention economy. Speed creates feedback. Feedback creates clarity. Clarity creates leverage. Advisors optimize for risk reduction. Founders must optimize for opportunity capture. Your first Web3 product launch, crypto protocol, or decentralized application is not supposed to be perfect. It’s supposed to be alive. A v1. A signal. Something the market can react to. This applies to: • Web3 startup execution • Blockchain product launches • Crypto go-to-market strategy • Founder-led growth and personal branding • Building in fast-moving, narrative-driven markets Momentum is the moat. If you’re building in business, Web3, or crypto right now, ask yourself: Am I optimizing for perfection or for progress? Because progress always pays better.
- 48
@ChrisClickUp ·
I've watched dozens of startups make their first marketing hire. Almost all of them get it wrong. Here's the pattern and how to avoid it. The mistake: they hire a "marketing manager" and expect that person to do everything. Content, ads, email, social, SEO, events, partnerships, and analytics. For one salary. With no budget. And they wonder why nothing works after 6 months. Here's what actually works: 1. Hire for the channel that's already showing signs of life. If your founder's LinkedIn posts are driving demo requests, hire a content person to amplify that. If your Google Ads are converting but you don't have time to optimize them, hire a performance marketer. Don't hire a generalist to "figure it out." Hire a specialist to double down on what's already working. 2. Give them a budget on day one. A marketer without budget is a content writer. There's nothing wrong with content writing, but if you want marketing results, the person needs money to spend on distribution, tools, and testing. The rule I use: your first marketing hire's budget should be at least 2x their salary. If you can't afford that, you can't afford a marketing hire yet. 3. Set one metric, not ten. "Grow the brand" is not a metric. "Generate 30 qualified leads per month from content" is a metric. "Increase organic traffic by 40% in 6 months" is a metric. Give your first marketer one clear number to hit and let them figure out how to hit it. 4. Give them 90 days before judging results. Marketing compounds. The blog post written in month 1 might not rank until month 4. The email sequence built in week 3 might not show results until the list is big enough in month 6. If you're checking weekly dashboards and panicking after 30 days, you'll fire a good marketer before they had a chance to prove themselves. 5. Don't make them report to the CEO for every decision. The fastest way to kill a marketing hire's momentum is requiring approval on every social post, every email, and every landing page. Hire someone you trust, give them guardrails (brand voice, budget limits, off-limits topics), and let them execute. Your first marketing hire sets the trajectory for your entire go-to-market. Get it right and you build a foundation that scales. Get it wrong and you'll be on your third "marketing person" in 18 months wondering why marketing "doesn't work."
- 49
@trueventures ·
Most products don't fail because they can't be built. They fail because nobody figured out how they'd reach customers. In this clip, @mayankm of Gather shares a piece of advice that's become even more relevant in the AI era: test the go-to-market before you build the product. What's the message? Who's the customer? What does pricing look like? Can you generate demand? The cost of answering those questions has never been lower. A small budget and a clear hypothesis can teach you more than months of building in isolation. Sometimes the fastest path to product-market fit starts before the product exists. This and more from Mayank and @puneet324 on the Fund/Build/Scale podcast: https://t.co/1rtQQXabpu
Watch video
- 50
@nrmehta ·
“People don't want a quarter-inch drill; they want a quarter-inch hole.” - Economist Theodore Levitt In the emerging field of AI Native Services (H/T @jakesaper for evangelizing this category), where AI companies combine human and agentic services to own customer outcomes like insurance claims processing or real estate diligence, a core premise is that the provider will "deliver and own the outcome." The more "outcome-ish" an AI service becomes, the clearer its value to customers. Ironically, it also becomes harder for the vendor to control that outcome. Take sales. On one end is sales technology. It helps sales teams sell more. But if the customer doesn't use the software well, that's on the customer, not the vendor. Next might be an AINS provider managing the software for the customer. Rather than hiring administrators, the customer outsources that work. This is managed services, now powered by AI. It's still not the ultimate outcome, but it's more outcome-ish than selling software alone. Next comes owning the business process itself: forecasting, sales enablement, or pipeline management. Perhaps the holy grail is owning sales itself. If AI dramatically lowers labor costs, there's no reason a vendor couldn't eventually own much more of the go-to-market function. They could effectively become the customer's sales force. But along that spectrum, customer value rises while vendor control falls. It's one thing to say, "I'll manage your software." It's another to say, "I'll sell for you." Sales depend on products, pricing, markets, and brand. Strategy firms have wrestled with this for years. Many now offer outcome-based pricing, but even McKinsey rarely wants compensation tied to a client's stock price because too many variables sit outside its control. As AINS providers think about selling outcomes, they'll need to find the Goldilocks zone where customer value is clear while the outcome remains largely within the vendor's control. Going back to Levitt's quote, customers might want a quarter-inch hole. Or a new kitchen. Or a new house. Or a new life. But you don't always sign up for that!
Best Tweets by Topic