Non è scritto da me, ma da altri. Una lista breve e con un punto di vista su go-to-market nel greenfield, espansione transfrontaliera, e come dimensionare un mercato prima di impegnarsi. Ogni scelta arriva con una riga sul perché vale il clic.
Your GTM motion isn't under-staffed, it's under-engineered. GTM engineers build revenue engines using AI and automation. Since we coined this role in 2023, it has emerged at companies like Cursor, Lovable, and Webflow.
Il mio parere Most teams entering a new market are not under-staffed, they are under-engineered. Worth reading before you post that first SDR role abroad.
GTM engineers build revenue engines using AI and automation. GTMEs can solve problems across any revenue-critical function. They are someone who tests hypotheses and scales what works, without waiting for developers or manual research.
Il mio parere This is the discipline I run on a new market: test hypotheses, keep what replies, drop what does not. The engine matters more than the headcount.
Nail these numbers, and you'll attract investors, seize opportunities, and carve out your place in the market before the competition does.
Il mio parere A founder-friendly primer on market sizing. Read it before you let a big TAM number talk you into a market you have not tested.
There's usually a moment during a board or leadership meeting where the numbers tell the story, and it's clear that something has to change, said John O'Brien, founder and CEO of Sales Talent Group.
Il mio parere The hire-timing question answered with signals, not revenue targets. In a new market the answer is usually: prove it founder-led first, then hire.
When you get all these data points aggregated together at an account-level, and all the accounts add up to your TAM, SAM, SOM, that's fantastic. Now you have a precise solution you can actually use.
Il mio parere Sizing a new market top-down lies to you. This builds it account by account, which is how I decide a corridor is worth a sprint.
Most B2B SaaS companies fail at market entry for one reason: they treat it like scaling. They assume what worked in their home market will work in the new one. It almost never does.
Il mio parere The clearest statement of why a new market is not your home market with a new flag. Entry is validation, not a scaling exercise.
The strongest global strategies come from businesses that understand what each market demands (structurally, culturally, and operationally) and shape their entry plans around it.
Il mio parere A clean primer on entry models. The useful question it forces: how little can you commit while you still learn whether the market wants you?
International expansion is not simply about increasing revenue. It is about building an enduring, multinational business with the right leadership, infrastructure, and strategy to thrive across diverse markets and market conditions.
Il mio parere The benchmark playbook for scaling into new markets. Note the sequence: plan and prove before you build the local org, not after.
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