Written after two decades inside revenue engines, at LinkedIn, Nitro, Gong and Personio. Disagree with any of them and we'll have a good conversation.
Most GTM strategy is sound on paper and fails in translation. The board deck and the Monday pipeline review must describe the same company.
AI is a force multiplier on a clear operating system and a chaos generator on a murky one. If you can't write the workflow down, you're not ready to automate it.
Noisy forecasts usually trace back to unclear stage definitions, unowned metrics, and cadence that inspects activity instead of quality.
The most expensive mistake in scaling GTM is hiring for a title before the operating problem is clear. Define the problem; the profile follows.
Treated as back-office admin, RevOps files reports. Treated as the connective tissue between strategy and execution, it changes what leadership can see and decide.
Going multi-market too early is how good companies buy complexity they can't afford. Product-geo fit, local understanding, and the right first hires come first.
