Agency or consultant

What does a partnerships person actually do all day? Mostly three things: finding companies whose customers overlap with yours, getting people at those companies to trust you enough to make introducti... Breaking into GTM 4 resources → What is the difference between customer success and customer support? Support is reactive and ticket shaped: the customer has a problem, you solve it, you close it. Customer success is proactive and outcome shaped: yo... Breaking into GTM 4 resources → What does a good first sales hire actually look like, and what should I not fall for? You want someone who will do their own button clicking. The single most common mistake is overshooting seniority: hiring a person whose last three ... Breaking into GTM 5 resources → How do I know whether my product can even work self-serve? Three things have to be true at once. A single person has to get real value on their own, without their IT team, their manager, or a data migration... Breaking into GTM 4 resources → I have just been handed partnerships as my job. What do I do in the first 90 days? Do not launch a program. Spend month one finding the five to ten companies that already show up inside your won deals, because your customers have ... Breaking into GTM 5 resources → What does a good customer onboarding actually look like? Good onboarding is measured in time to first real value, not in how many training sessions you delivered. Pick one observable moment that means the... Breaking into GTM 5 resources → I run a services or agency business, not a product. Does GTM mean anything different for me? It means the same thing, get the right people to know you exist and choose you, but the levers are different. In services your product is trust, so... Breaking into GTM 3 resources →

How do I get a partner's reps to actually mention us in their deals? Partner reps do what pays them and what is easy, in that order. Make the ask absurdly small: one sentence they can say, one slide, one person on yo... Doing the work 4 resources → How do I build a customer health score that actually predicts churn? Start with four to six inputs, not twenty. The ones that earn their place are depth of product usage (not logins), breadth across the account, supp... Doing the work 5 resources → How do I cut time to value when the product genuinely needs setup work before it does anything useful? Invert the order. Instead of configure everything then use the product, give people a working demo environment with realistic sample data so they s... Doing the work 5 resources → A reseller has signed. How do I make them actually productive? Assume two months of your time before they sell anything, and plan for it from the day the contract is signed. They need exactly what your own reps... Doing the work 4 resources → How do I run a QBR that the customer does not find a waste of time? Stop opening with your usage dashboard. Open with the outcome they told you they were buying, and show progress against it in their numbers, not yo... Doing the work 5 resources → How do I run an upsell conversation without sounding like I am shaking them down? Earn it first. If you cannot show the customer a result they got in the last quarter, you have not bought the right to ask for more money, and they... Doing the work 5 resources → How do I work with a system integrator without losing the customer relationship? Write it down before the first deal: who holds the software contract, who does implementation, who the customer calls when something breaks, and wh... Doing the work 5 resources → My champion at a big account just left. What do I do? Move within 48 hours, before someone else defines your product for the new person. Send a short personal note to the incoming contact congratulatin... Doing the work 5 resources → Everyone has an opinion on our new messaging and nobody can settle the argument. How do I test it instead? Stop reviewing messaging internally, because the most senior opinion wins and none of you are the buyer. Put the actual page or email in front of t... Doing the work 4 resources → How do I keep the founder's voice in content once I am the one writing it? Stop writing drafts for them to approve and start transcribing them instead. Book a recurring thirty minute call, ask three sharp questions, record... Doing the work 4 resources →

What does April Dunford say most teams get wrong about positioning? Dunford's core claim, after working with over 300 technology companies, is that positioning is not a tagline, not branding, and not messaging. It i... Leading a GTM team 3 resources → I run demand gen for an Indian SaaS selling globally. Does the US content playbook work here? Partly. If you sell to the US and Europe, the standard playbook applies because you are competing in the same search results as everyone else, and ... Leading a GTM team 5 resources → When is category creation the right call for us, and when is it just an excuse? It is right when your buyer feels a real pain that no existing category addresses, and when the existing frame is actively making senior people ign... Leading a GTM team 4 resources → Should I bring in a fractional or contract GTM leader instead of a full time one? Sometimes, but not for the reason most founders reach for it. A fractional leader is a good fit when you already have a working motion and need som... Leading a GTM team 4 resources → A reseller wants to carry us. How do I build a price book for partners without my own sales team undercutting them? Write two things down before you sign anyone. First, the rules of engagement: which accounts, segments and geographies belong to the channel and wh... Leading a GTM team 6 resources → We are winning in one segment. When is it right to add a second ICP, and how do I know we are not just bored? The honest signal is not excitement, it is repeatability. You have earned a second ICP when a rep who is not the founder can predictably find, win ... Leading a GTM team 4 resources → Why does Manav Garg say an India based company should be more profitable than a US one? Manav Garg built Eka Software selling commodity trading software to global enterprises, then co-founded SaaSBoomi and Together Fund, and he refuses... Leading a GTM team 3 resources → Our founder is the brand. How do I make the brand bigger than one person? Move from a person to a point of view that other people can carry. Name the belief the founder keeps articulating, then give it a home that is not ... Leading a GTM team 5 resources →

How do the best B2B companies get positioning agreed when product, sales and the founders all disagree? They stop arguing about opinions and go find the buyer's view, because the only competitive alternative that matters is the one the prospect would ... How the best do it 4 resources → What do Indian SaaS operators say it actually takes to win US customers while building from India? The recurring advice is that global is a starting position, not a later phase. Manav Garg built Eka out of India when SaaS was not yet a word and h... How the best do it 4 resources → Which companies actually run the best channel programs, and what do they do differently? Look at three very different models rather than at a framework. HubSpot built its agency channel by putting partners through its own culture and gi... How the best do it 4 resources → GitLab publishes its entire customer success handbook. What is worth copying? Three things. The renewal tracking process, because it shows what a renewal looks like as an operational pipeline with stages and owners rather tha... How the best do it 5 resources → What do the best PLG plus sales hybrid companies do that everyone else copies badly? They treat product usage as the qualification step and let sales start the conversation already knowing what the customer is trying to do, rather t... How the best do it 5 resources → Which companies have genuinely fast time to value, and what did they cut to get there? The pattern across the fastest ones is that they deleted the setup phase rather than streamlining it. Figma and Canva put you inside a working file... How the best do it 5 resources → What did HubSpot learn about which sales candidates actually succeed, and does it hold up? Mark Roberge scored every hire against a list of traits and then went back and checked which ones correlated with performance. Five held up: coacha... How the best do it 4 resources → What did HubSpot and Salesforce do that most category attempts do not? Both framed the world as an old game losing to a new game, and then made that frame a daily physical act rather than a campaign. Benioff put No Sof... How the best do it 4 resources → How do the best teams run activation as a continuous programme rather than a one-off project? They hold the metric definition still for a year and change everything else. A standing weekly cycle, one clearly stated hypothesis per experiment,... How the best do it 5 resources → What separates a best-in-class QBR from a status update? Benchmarking and a point of view. The best QBRs tell a customer where they sit relative to comparable customers, then say plainly what the top perf... How the best do it 5 resources → How do the best teams pick the category name, and what separates a name that sticks? A name that sticks is sized to the buyer you want and built from words that buyer already uses, not from words you invented. Revenue intelligence w... How the best do it 4 resources → Why do the best operators design a category instead of competing inside one? Christopher Lochhead, who co-wrote Play Bigger, argues that markets are winner take most: the category leader, what he calls the category king, com... How the best do it 4 resources → How do the best operators partner with a company a hundred times their size without getting crushed? They pick one narrow wedge where the giant genuinely cannot serve the customer, and they make sure the giant's individual seller personally wins wh... How the best do it 5 resources → How do the best teams expand beyond the first team that bought? They stop treating the account as one relationship. The best operators map the organisation the way they would map a new deal, find the teams with ... How the best do it 5 resources → What actually separates a top decile RevOps function from an average one? Average RevOps answers questions. Top decile RevOps changes decisions. Concretely, the difference shows up in four places: they publish a small num... How the best do it 4 resources → We are opening a new market, the US or Southeast Asia or the Gulf. Do we carry the same ICP across or start again? Carry the problem, redo the profile. The job your product does usually travels, but company sizes, who owns the budget, what counts as expensive, h... How the best do it 5 resources → We pivoted, but the market still knows us for the old thing. How do we reposition without losing the customers we already have? Repositioning is not a rebrand, it is telling people which shelf you are on now, and you will have to say it far more often than feels dignified be... How the best do it 5 resources → Who should I actually learn cold outbound from, and what do the very best do differently on a call? Three names cover most of it. Armand Farrokh and Nick Cegelski of 30 Minutes to President's Club teach a context-first opener, a problem propositio... How the best do it 4 resources → Developer relations as a pipeline channel: who made it work, and what did it actually take? Devrel works when the product is adopted by the person who does the work, and it fails when it is treated as expensive brand marketing. Postman and... How the best do it 4 resources → Why does Sajith Pai say India is three markets, and what does that do to your GTM? Sajith Pai of Blume Ventures writes the Indus Valley report, and his India1, India2, India3 framing exists because treating India as one market qui... How the best do it 3 resources → What does world class thought leadership actually look like, concretely? It looks like proprietary evidence attached to an argument someone could disagree with, published on a rhythm the company can hold for years. Gong ... How the best do it 4 resources → How do the best companies use founder story as a durable moat rather than a launch stunt? They tell the same story for a decade and let the company's behaviour keep proving it. Vembu has said the same thing about rootedness and localism ... How the best do it 5 resources →