GTM

The resources go-to-market people actually use.

Every article, video, podcast and book behind 352 answered go-to-market questions, from breaking in to running the team, in one place, each with a note on why it is here.

What founders use most, ranked by how many answers lean on it.

  1. The case for the cadence itself. Poyar's point that pricing can now be stale within six months, and his recommendation to run... Growth Unhinged Newsletter · 12 min read Pricing used to last 18 months. Now it's down to 6. Kyle Poyar
  2. A worked competitor teardown of two Indian companies, which is the single most useful artefact a pricing review can produce.... SBI Growth Article · 12 min read Tearing Down the Pricing of Zoho and Freshworks SBI Growth
  3. Pricing discipline lives or dies in sales ops, and this is where it sits in an Indian SaaS org: who owns the guardrails, when... SeedToScale (Accel India) Article · 14 min read Sales Ops: Improving the Efficiency of your Sales Engine Rachit Parekh
  4. The margin defence most companies are actually reaching for. Poyar's number is the one to remember: roughly 70 to 80 percent of... Growth Unhinged Newsletter · 14 min read Why everyone's switching to AI credits Kyle Poyar
  5. Gives you the current benchmarks to set expectations with your board (roughly 45 to 53 percent depending on how much of the... Jeff Brokaw Article · 12 min read AI Gross Margins: Why the 90% SaaS Benchmark Is Gone Jeff Brokaw
  6. One metric you can start tracking this month: AI product revenue divided by inference cost. It moves before your gross margin... The SaaS CFO Article · 8 min read How to Calculate the Inference Efficiency Ratio Ben Murray
  7. Names the version of this problem that is specific to Indian companies: revenue in rupees, inference billed in dollars, and a... Inc42 Article · 8 min read India's AI Inference Problem Team Inc42
  8. The company's own timeline, so you can see the compounding rather than take it on trust: 4,000 dollars in month one, 25,000 a... VWO Blog Article · About 10 min read Evolution of VWO over the last 10 years VWO Blog
  9. The endpoint, with hard numbers: roughly 50 million dollars in annualised revenue, 6,000 clients across 90 countries, and never... TechCrunch Article · About 4 min read Everstone acquires bootstrapped Indian startup Wingify for $200M Manish Singh
  10. The founder's own dated timeline, useful for checking how long the community actually ran before the first line of product code... Rocketlane Blog Article · About 8 min read Rocketlane: How it began, and where we are headed Srikrishnan Ganesan
  11. The contemporaneous record, written while the claim was still true, with Scott Farquhar saying it in his own words rather than... TechCrunch Article · About 3 min read Atlassian's 2011 Revenues Were $102 Million With No Sales People Erick Schonfeld
  12. Jay Simons on the five decisions that made the model work, including product advocates instead of reps and refusing to... First Round Review Article · About 15 min read Unpacking 5 of Atlassian's Most Unconventional Company-Building Moves First Round Review
  13. Where the counterintuitive north star is explained: payment success rate rather than merchant count, plus 30 to 40 minute... Inc42 Article · About 12 min read The Product Practices That Turned Razorpay Into A Payments Juggernaut Deepsekhar Choudhury
  14. The numbers spine behind the story, including exact take rates, multi product attach at 65 percent of customers, and the risk... Contrary Research Report · Long report Razorpay Business Breakdown & Founding Story Contrary Research
  15. The rupee denominated revenue ladder plus the saying no story: refusing to enter buy now pay later against investor pressure... Forbes India Article · About 8 min read Razor-sharp checkout: How Razorpay grew close to eight times in four years Rajiv Singh
  16. The clearest stage by stage map, especially the pricing decision to gate file limits so the free tier kept the multiplayer... First Round Review Article · About 15 min read The 5 Phases of Figma's Community-Led Growth: From Stealth to Enterprise First Round Review
  17. A first person account of why standard B2B demand generation failed at Figma and what community led growth actually cost to... Claire's Notebook Article · About 12 min read 10 things I learned from 10 years at Figma Claire Butler
  18. The six evaluation dimensions and the too many firsts rule, which turns a vague hiring instinct into something you can actually... MKT1 Newsletter Newsletter · About 15 min read How to hire your first marketer Emily Kramer and Kathleen Estreich
  19. The diagnostic that stops you misreading a growth problem: decide whether you are short on fuel or short on engine before you... MKT1 Newsletter Newsletter · About 12 min read Building an efficient marketing machine: the fuel & the engine Emily Kramer
  20. A one page brief covering goals, audience, creative angle and channels, written before anything longer than a tweet. It is the... MKT1 Newsletter Newsletter · About 10 min read The GACC Marketing Brief: The best framework we've created Emily Kramer
  21. The whole mental model in one short post: not measuring acquisition cost and lifetime value is the point, not an oversight, and... Z-Connect by Zerodha Article · About 3 min read Why Zerodha doesn't advertise Nithin Kamath
  22. The referral history, including the years incentives existed, the regulatory ban, and the striking observation that referrals... nithinkamath.me Article · About 4 min read How Zerodha grew without Advertising Nithin Kamath
  23. The clearest statement of the tradeoff in his own words: venture capital pushes spend toward sales and marketing and away from... Business Today Article · About 8 min read "If you don't invest in R&D, you won't have long term growth," says Zoho Corp's boss Sridhar Vembu Sridhar Vembu
  24. The present day proof that this is a policy and not a phase, with Mani Vembu confirming R&D spend still exceeds marketing spend... Forbes India Article · About 7 min read How Zoho is rewriting the rules of enterprise tech Naini Thaker

Show the next 24

Questions for where you are

The same question means something different in your first week and your fifth year, so each is written for one of four levels.

1 Breaking into GTM Just starting You are trying to land your first GTM role, or you are a founder selling for the first time. Start with what the job actually is. 84 2 Doing the work 2 to 5 years in You run the motion day to day. The questions here are about making it repeatable instead of lucky. 86 3 Leading a GTM team Running the engine You hire, ramp, and own the number. The questions here are about building an engine that works without you in every deal. 88 4 How the best do it The high bar Teardowns of how specific companies actually did it, and the judgment calls great operators make that nobody writes down. 94

Playbooks

A goal, and the route through it a step at a time.

Get your first ten customers No brand, no referrals, no budget. Work out who to talk to, what to say, and how to close. 4 steps Hire and ramp your first rep Stop being the only person who can sell it, without setting fire to a year of runway. 4 steps Fix a pipeline that stalled Deals are sitting, the number is slipping, and nobody can say exactly why. Diagnose it in order. 4 steps Take an Indian product to the world Sell to the US or the Gulf from Bengaluru or Chennai, and be trusted doing it. 5 steps Price and package it Pick a first price, then change it later without losing the customers you have. 4 steps Launch a self-serve motion Let people buy without talking to anyone, and make the product do the selling. 4 steps Stop churn and grow accounts The revenue you don't have to win twice is the cheapest revenue you will ever get. 3 steps Break into a GTM career Work out which seat you want, then get good enough at the craft to be hired into it. 4 steps

The people behind the resources

91 GTM leaders and practitioners, with what each one is known for and where they publish. Some of them have spoken at eChai gatherings.

April Dunford Toronto
The person most B2B teams learn positioning from, and the author of Obviously Awesome and Sales Pitch She turns positioning from a vague branding exercise into a repeatable exercise: list your true competitive alternatives, isolate the features only you have, work out the value those unlock, and name the market segment that cares most. Her Sales Pitch work is the rare material that connects that positioning to the actual words a rep says on a call. PositioningICPSales processCategory design
Pete Kazanjy Atrium · San Francisco
Author of Founding Sales, the handbook that popularised founder led sales Founding Sales is the most concrete text available on the exact stretch most founders get wrong: your first 10 customers, your first rep, and the handoff between the two. He is unusually specific about call structure, discovery questions, and what a founder should measure before hiring anyone into sales. Sales processOutboundGTM hiringEnterprise sales
Jason Lemkin SaaStr · San Francisco
Founder of SaaStr, the largest body of public writing on scaling B2B SaaS revenue He answers the operational questions almost nobody publishes numbers for: when to hire your first VP of Sales, what a rep should actually close, how long ramp really takes, and why most VP hires fail in the first 90 days. Read him for benchmarks and hiring sequencing rather than for strategy. GTM hiringEnterprise salesSales processPricing
Kyle Poyar Growth Unhinged · Boston
Writes Growth Unhinged, the working reference on product led growth, pricing and packaging He publishes the actual benchmarks and teardowns behind PLG rather than the theory: free to paid conversion rates by category, what usage based pricing does to net revenue retention, and how specific companies structured their packaging. His pricing work is the strongest public material on changing a price without breaking your funnel. PLGPricingInbound & contentRetention & expansion
Emily Kramer MKT1 · San Francisco
Writes MKT1, the reference on how an early B2B startup should actually build marketing She writes the thing almost nobody else does: what the first marketing hire should actually do in what order, how to scope the role, and how to tell a growth marketer from a product marketer when you have budget for exactly one. Her templates and org charts are directly usable rather than illustrative. PositioningInbound & contentGTM hiringICP
Sunil Neurgaonkar Adopt AI · Bengaluru
Host of SaaS Sessions, India's longest running SaaS podcast, and a working field and community marketer He is one of the few India based GTM people publishing at the practitioner altitude rather than the CEO altitude: what a first growth hire actually does in month one, how field marketing and events convert in Indian SaaS, and what a lean team runs instead of a paid budget. The podcast archive doubles as a decade long record of how Indian SaaS GTM changed. CommunityInbound & contentICPPartnerships
Prasanna Krishnamoorthy Upekkha · Bengaluru
Managing Partner at Upekkha and one of the clearest voices on capital efficient SaaS GTM from India He works with dozens of early Indian SaaS founders at the same time, so his public material is grounded in patterns rather than one company's story: how to pick a wedge ICP, what a founder should personally close before hiring, and where India based teams typically stall selling into the US. His framing of efficiency as a GTM choice, not a constraint, is the useful contrarian bit. ICPPositioningPricingSales process
Sajith Pai Blume Ventures · Bengaluru
Author of the Indus Valley Report and the India1, India2, India3 market segmentation most India GTM plans now borrow from If you are sizing an Indian market, he is the source that stops you from multiplying 1.4 billion by a conversion rate. India1, India2, India3 forces an honest answer on who can actually pay you, and the Indus Valley Report gives you the underlying numbers to argue with. ICPPositioningCategory designPricing
See all 91 people →

More ways through the resources

Most cited Recently added By source India only

Questions for your seat

Founder doing GTM Founding AE SDR or BDR Growth and demand gen Product marketer RevOps Sales leader Agency or consultant
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