Matt Chambers

HEAVY focus video for advanced CEOs -> 98% of CEOs including at $500 million revenue scale are focusing on so many things (slowing their company acceleration down) instead of effortless yet rigorous cross value domain priority “calculations”. This video is for advanced execs. It’s fair to say…no one teaches this the way we have done this across companies, industries and countries. After I managed at million $ and billion $ scale, wrote 4 billion variable algorithms to do this (at high end versions) and implemented it over and over..I can absolutely say it works for us and our clients. This is not a sales video...just informational on how anyone can do this. We hope this helps whether you are pre-revenue or crossing $1 billion for your first time. Also covered… - AB testing science/calculations that are THE core to life and company success - The actual mechanism that causes people to lose focus, stop believing in their attempt and get unnecessarily overwhelmed - Why 1 month initiatives take people 10 months unnecessarily - just by skipping a 60 sec calculation   - Why the more ambitious people tend to get off track the most - all we need is a focus on “most efficient order” and “team/self bandwidth bounds” - It’s essential to have clear goals for 1 day, 1 week, 1 month, 1 year, 2yrs, 5yrs, 10yrs - Why we won’t work with, consult or invest in execs that do not have solid cross value domain priority calculations or execs who cannot start working with solid cross value domain priority calculations asap - Hire for just the roles that extend runway enough to get you to a runway buffer that can withstand project “failures” (experiments) that are inherent to a degree when you are growing into new things or accelerating quickly - Lacking priorities also kills the must have “positive frequency” you need to be in to operate at your highest capacity - Priority calculations should be shared with the team to create autonomous decision frameworks that scale - Lacking skills in a department is a “silent killer” - Every meeting needs priorities of the meeting as well - and to bound them to time and decision target that is tied to revenue or a top 3 priority item - Non-consistent sleep, exercise, nutrition and emotional control is one of the biggest tells that a CEO is not on their game and not going to go where they want to go in the timeline they want to For context we have a 4 billion variable function that optimizes the entirety of companies (we use it in the consulting) Every person, landing page, strategy, development cycle, design, legal context …across food, software, clothing, gaming, manufacturing, etc ..all optimized So what is discussed is grounded in mechanisms that really work across companies, industries and countries. Savannah Kelley and I hope you enjoy our nuanced chat for advanced execs :-) 

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CEO HyperAcceleration -> How I manage 70+ CEO calls a week & about my recent $35,000 client pulled at a 1:35 CAC to Price Point Ratio. Many of you saw my recent post about eating 168 eggs a month… And the associated CEO call schedule… Today we talk about REAL marketing It means you absolutely cannot copy someone else There are creators with hundreds of thousands of followers and hardly any money You end up copying what makes little to no money The wider audience doesn’t have a ton of money Certain niches do It means when you do things like pull in $35,000 clients (and bigger) and have clients that stay with you for over a year… You do much less marketing and/or are way more capital efficient It means you can do things like pull 20 CEO clients in one month at $1,000 - $2,000 a piece keep them a year and then do more marketing next year. If you want to grow faster then you put more smart results oriented work into customers The actual speed of a company is not based in how much you post, get leads and market Or how much time, energy and capital (TEC) you put in TEC is “burned” with inefficiency Inefficiency driven by “not enough” and “not quality enough” customer results and track record on your part We do 50-80 page business plans, succession planning, interview questions, executive coaching, fundraising strategy, tone of voice and micro expression coaching, sales, engineering, and 100+ other customized services Your service stack creates your LTV Your “smooth pricing curve” accelerates your revenue (free and low prices leading to higher prices through upsell) Your high quality customer experience and product/service quality/results creates the glue between purchases I manage 70+ calls a week because it’s effortless for me to identify the exact problem and solution for someone in quick calls because I have often seen it in 5 countries that day already or solved it years ago. Across industries, products, countries, etc You cannot copy my marketing or sales because I have a different ICP, price point/set, LTV and more. That’s why we run a custom 4,000 to 4 billion variable optimizing function on each CEO & company that we grow ($20,000 to $100,000 for a custom excel or algo about every variable in your org) No advice ever the same. You’ll want to do that too. The three takeaways from this post are… 1. Becoming the absolute best at what you say you do is paramount to driving higher prices and years long LTV 2. Run high definition calculations (so many inefficient $50 million - $1 billion orgs and $500k orgs from low definition calculations) & master DEEP people science (team, sales, investment) 3. Use AI A LOT more often 

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If you want to hit $100M ARR (and position your company for true scale), you must master enterprise sales. Here are the 11 critical skills your team needs to consistently close 6, 7 and 8 figure deals: 1. Understanding fundamental differences between transactional selling and enterprise sales 2. Developing the right pricing strategies to align with your customer 3. True multi-stakeholder and multi-threaded sales processes 4. High impact account-based marketing strategies including dedicated virtual programming 5. Field sales support and in-person program development 6. Territory design and comp planning 7. Building the team including pre-sale architects, reps, and customer success 8. Aligning the organization and staffing new functions 9. Building out services to ensure your customers solve their problems 10. Mutual action planning built around client outcomes 11. Deal management at the Board level These are all fundamental skills Pavilion taught previously but the scope and intensity are different when it comes to true Enterprise sales. That’s why Enterprise GTM School is so important and it’s become a foundation of our educational curriculum. We’ll teach you the entire enterprise playbook, give you the workbooks, tools, and processes, and prepare you to hit true scale. The course is included FREE with Executive Membership. It's an absolute can’t miss! And it starts TOMORROW Apply here: https://lnkd.in/ezspvCZe P.S. Not a member yet? DM me to get 10% off Enterprise GTM School

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How should startups structure compensation for their first GTM hires? I recently discussed GTM hiring with Taylor Wells, and we touched on an aspect that many founders overlook: 𝐂𝐨𝐦𝐩𝐞𝐧𝐬𝐚𝐭𝐢𝐨𝐧 𝐢𝐧𝐜𝐞𝐧𝐭𝐢𝐯𝐞𝐬 𝐟𝐨𝐫 *early* 𝐆𝐓𝐌 𝐭𝐚𝐥𝐞𝐧𝐭. Many startups default to the 50-50 salary & commission split for frontline sellers. This is the norm for established companies, viewing it as the market standard. BUT… Established companies face fewer risks and have robust frameworks in place and GTM maturity. And so, sellers get paid to meet a number. Period. Your early-stage startup might be in a different league. GTM roles, including sales and marketing in very early stages, Need to do more than just drive revenue. They define and refine the sales process, They close the product/customer feedback loop, They help you find PMF/GTMF, creating invaluable institutional knowledge that shapes the company's operational blueprint. (or you can say, they help you figure out the best way to do their job). Therefore, their compensation should reflect this expansive impact. a16z has this concept of the *renaissance rep* A rep that is responsible for many things outside of just revenue growth. I’ve written about early hires at Hubspot spending up to 40% of their time doing customer interviews. These are very important initiatives for your org. And incentives should align. If you're in a position to make these decisions, consider a customized compensation structure, like a 70-30 or 60-40 split favoring salary. OR build in soft targets/objectives that help an early hire hit their OTE. ‘Show me the incentives, and I’ll show you the outcome’ Make sure to prioritize these early activities that will help lay the foundation of your GTM program. P.S. Need help hiring GTM talent for Data, AI/ML, Compute, and Cloud Infra? DM me. We've assisted successful early-stage startups (backed by Insight Partners, Sequoia Capital, Andreessen Horowitz, Index Ventures, GV, Accel, and more) in finding A+ hires.

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The average tenure for a PE/VC-backed GTM executive is 17 months. At this pace, you'll work for 14 companies over a 20 year career. Here's the 7 things you need to achieve your professional goals in this environment: 1. Foundational training on modern Go-To-Market best practices.  You have to understand how the world is moving - doesn’t matter how big (or small) your company is.  You have to understand the new basics and what you learned at Salesforce in 2005 won’t cut it.  2. Functional training in your role from trusted outside resources (your company will NOT have the means to sufficiently train you on anything but their industry and their product). 3. A group of peers you can bounce ideas off of, stress test new approaches, and help you avoid common pitfalls.  You can’t afford to make big bets without asking a few people that don’t work at your company.  You are risking your job and in some cases your career. 4. Regular, centralized access to the newest sales and marketing technologies so you know how to use them and whether they’re a fit for your team.  AI is happening NOW.  You need demos, you need to be testing, and you need to know what's happening. The world is changing RAPIDLY. 5. Centralized access to top tier private equity and VC firms managed independently of your current employer’s financing strategy. You need to be in the room where it happens. 6. The ability to negotiate executive compensation with assistance from the world’s leading experts. The smallest tweak to your equity agreement could have a 5, 6, or 7 figure outcome on your net worth. 7. A permanent homebase filled with people that care about you and are looking out for your best interests without conflicts or obligations to anyone else. A place whose incentives are completely aligned to your professional success. That’s what we do at Pavilion. That’s what we’re building. It’s not about any one course. It’s not about a Slack community. It’s not about a big event in Boston.  Or London.  Or Austin.  It’s about helping you live a meaningful and fulfilling career. It’s about helping you sleep better at night, knowing that a community of 10,000 has your back at all times. It’s about landing in Sydney or Barcelona or Kansas City or Salt Lake or Seattle and knowing you can instantly plug into a group of operating executives that are there to help and support you. It’s about looking backwards in 5, 10, or 20 years and saying to yourself, “All things considered, that was a great ride and I accomplished what I set out to do.” If any of this sounds appealing. If you’re feeling lost or alone or adrift. If you want help with your career and resetting your destination to maximize wealth creation, impact, possibility, and fulfillment. Well then - join us! If you want to learn more, DM me.

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99% of AEs and SDRs believe the secret to cold email is to sharpen the message and desired outcome. They're wrong. Here's what the top 1% of cold emails do differently (3 examples in the video): 1. They agitate pain. Step 1 in a successful cold email is to describe the PAIN better than the prospect can say it. That's not the same thing as promising an outcome. Cold buyers aren't thinking about outcomes (yet). They're thinking about the thorn in their side. Capture that thorn, and you'll earn the right to have them read the next sentence. 2. They create a compelling "chain" of sentences. Write this one down - EVERY sentence your write in a cold email has one purpose: To get them to read the NEXT sentence. The only exception to this rule is the last sentence. If a sentence doesn't accomplish this, strike it. Pretend you get $100 for every word you remove. Get ruthless. 3. They read like a page in your buyer's journal. As the buy scans your email, the way you capture the pain should FEEL like a conversation they already have going on in their head. The "best of the best" cold emails get this response: "Damn, that puts words to something I've been struggling to articulate." If it could pass as a journal entry, you're bound to win. 4. They have an "easy to say YES to" call to action. The best cold emails are easy to say yes to. They don't ask for 30 minutes. That's hard to say yes to for any busy exec. They don't ask for time (explicitly). They simply reference the problem, and ask if it's worth having a conversation to explore fixing it. TAKEAWAY: Almost everyone gets cold email wrong. They either think it's ALL about outcomes and benefits. Or they think it's all about WHAT and HOW you do it (positioning). Cold email is about neither of those. It's about a describing your buyer's problem so well, it feels like you're peering into their soul. Tag an AE or SDR that would like these tips. P.S. Once you book the meeting, here's 39 questions that sell that generate urgency, uncover pain, and create momentum: https://go.pclub.io/list

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How to do cold outreach. Old way - Hire SDRs to increase reach - Waste time pre-qualifying accounts or don't PQ at all - Everyone reaches out from main domain - Messaging all over the place due to lack of targeting New way - Top performers leverage tech to increase output - Strong account pre-scoring in place - Dedicated cold email infrastructure - Highly targeted segments for hyper-relevant messaging Efficiency > brute force

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Why it's #not22 video 2. Did you see that stock market swoon? Whoa! IF you look at the underlying issues, you will see that adjustments in our GTM strategies and sales training are something we should all consider. Your zero interest rate era sales experience may not be adequate for this moment in time. Why are companies not buying, tech, new sales talent, or other companies? The second video in the series. Please comment, I can stay on the economic theme or go to modern motions, or both. Let me know what you think. #howtomakeasalesrockstar. #not22 #ReImagineSales

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Is your SaaS getting close to $1M ARR (~$80k MRR) and everyone is telling you to go hard at the entire market? Don’t... Focus on one segment at a time for faster, more efficient results. Here’s an example using a Parking Management SaaS we looked at 👇 // Step 1: Identify Key Customer Segments Private Owners: Includes individuals and entities with private spaces, like residential property owners or small businesses. Commercial Enterprises: Businesses managing parking as part of operations or investments, e.g., malls, office buildings. Municipal Entities: Local governments overseeing public spaces, including street and public garages. // Step 2: Deep Dive into Each Segment’s Characteristics Private Owners: Seek simple, cost-effective solutions. Decisions are quick, driven by immediate needs and budget limits. Commercial Enterprises: Need efficiency and scalability. They require robust solutions for significant volumes and revenue optimization through analytics. Municipal Entities: Focus on compliance, public service, and managing large-scale systems. They need solutions that meet standards and integrate with city systems. // 🎯 MOST IMPORTANT - STEP 3: Prioritize Your Segment Categorize all customers and pinpoint the most productive segment (high payers with best retention, aka LTV). Then, target this segment aggressively. // Step 4: Customize Value Propositions Private Owners: Emphasize ease of use, cost efficiency, and quick setup. Commercial Enterprises: Highlight enhanced customer experiences and revenue maximization through features like dynamic pricing and analytics. Municipal Entities: Focus on compliance, complex tariff management, and urban mobility improvement. // Step 5: Marketing and Sales Strategies Private Owners: Use targeted digital marketing, local SEO, and content marketing that address specific needs. Commercial Enterprises: Employ a direct sales strategy with case studies and ROI data. Participate in industry trade shows. Municipal Entities: Engage in long-term relationship building through urban planning and transportation forums. 🤔 Anyone out there have success sequencing segments to drive growth? #microsaas #saasgrowth #bootstrap

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99% of AEs and SDRs think the secret to cold email is to sharpen the message and desired outcome. They're wrong. Here's what the top 1% of cold emails do differently (3 examples in the video): 1. They agitate pain. Step 1 in a successful cold email is to describe the PAIN better than the prospect can say it. That's not the same thing as promising an outcome. Cold buyers aren't thinking about outcomes (yet). They're thinking about the thorn in their side. Capture that thorn, and you'll earn the right to have them read the next sentence. 2. They create a compelling "chain" of sentences. Write this one down - EVERY sentence your write in a cold email has one purpose: To get them to read the NEXT sentence. The only exception to this rule is the last sentence. If a sentence doesn't accomplish this, strike it. Pretend you get $100 for every word you remove. Get ruthless. 3. They read like a page in your buyer's journal. As the buy scans your email, the way you capture the pain should FEEL like a conversation they already have going on in their head. The "best of the best" cold emails get this response: "Damn, that puts words to something I've been struggling to articulate." If it could pass as a journal entry, you're bound to win. 4. They have an "easy to say YES to" call to action. The best cold emails are easy to say yes to. They don't ask for 30 minutes. That's hard to say yes to for any busy exec. They don't ask for time (explicitly). They simply reference the problem, and ask if it's worth having a conversation to explore fixing it. TAKEAWAY: Almost everyone gets cold email wrong. They either think it's ALL about outcomes and benefits. Or they think it's all about WHAT and HOW you do it (positioning). Cold email is about neither of those. It's about a describing your buyer's problem so well, it feels like you're peering into their soul. Tag an AE or SDR that would like these tips. P.S. I'm teaching a (free) Masterclass on Friday, where I'm going to share how 6-7 SaaS AEs are making beyond $350k... - how a MM AE closed $1.45M by Aug (despite $0 in pipeline in Jan) - how an AE that sells to non-profits broke his company's ARR record - how an AE at ZoomInfo hit 245% of his number in 10 months I'll be sharing everything, including how they did it, specific deal teardowns, and sales strategies they used. Claim a spot here: https://lnkd.in/gyb9Bsns

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Tie SDR comp to Revenue? My thoughts in this 75 second video.

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Tons of new business owners are missing out. You can get up to $100,000 in AWS credit (as in, no-payback) to build a proof-of-concept if you have an idea and a website. AWS Activate is the program. If you're a founder and you're looking to build cost-effectively before you have paying clients, check it out.

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If you are SaaS founder trying to scale from $1MM to $10MM, here’s my #1 piece of advice: Focus on your core customer and main distribution channel. Do not get distracted by anything else. If you are selling to SMB, keep selling to SMB. If you are selling to Enterprise, keep selling to Enterprise. If you are having a ton of success with inbound, keep investing in inbound. The more specific you can be about who your customer is and how you reach them, the faster you will grow. When we were scaling Levelset, our growth rate stalled at about $4MM in ARR. Why? We tried to move up-market too quickly. Our core customer: SMB contractors and material suppliers. Most of them came inbound through our website because we were the go-to resource for our core customer. Sure, we had enterprise customers and we knew that we could service them. But our core GTM was using content to drive leads to an inside sales team. The mistake we made: We built a small enterprise sales team to go after enterprise customers. We didn’t invest enough in our marketing or product to make Levelset the obvious choice for those enterprise customers. This enterprise sales team struggled to close deals quickly. We were impatient. We were distracted. And our growth suffered as a result. Then we re-focused our efforts on our core go-to-market, selling to SMB contractors. The growth picked up and the revenue scaled faster because we were disciplined. As we approached $10MM in ARR, we added other market segments and expanded our products to accelerate growth. TAKEAWAY: When you hit $1MM, you have traction. Focus on what is working with the customer that has the tightest fit with your product. Resist the urge to sell to other industries or industry segments. You will grow faster by focusing on your core customer and your main distribution channel. You always can expand your target market and product suite once you hit $10MM.

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Speed to lead - really enjoyed having Mor Assouline share his wisdom on our Podcast If you’re not following Mor - you should be Full episode in the comments below #salesplayers #podcast

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CROs: Run this outbound play to break into massive accounts 👇 Most CROs don't engage in deals. Or help reps break into ent/strat accounts. I've never been a CRO before—so I can't tell you whether that's good or bad. You have a lot of responsibilities as a CRO. But, I recently met a CRO who lands meetings with the C-Suite in MASSIVE accounts. The biggest companies you can think of in every category. The key principle: Power is more willing to engage with power. Leverage the C-suite title. Here's how it works: ✅ Pick 10 accounts to get started Choose the top 10 accounts that can make the quarter/year if you win them. The best accounts are ones that reps have worked but not been successful in breaking through. We'll assume you're already going after low-hanging fruit accounts where execs have existing relationships. So we won't count those as part of this exercise. ✅ Work in tandem with a great SDR Pick one of the top SDRs to help. Ideally, this is someone with great leadership potential that you want to promote at some point. ✅ Optional: Give the SDR access to your LinkedIn account This one will make you uncomfortable. You also have the option of creating a separate LinkedIn account as well. But give the SDR autonomy to send approved messages. ✅ Execute the outreach The SDR should do basic account research to find existing initiatives where your solution can add value. Then they need to research the individuals in the C-suite to find podcasts interviews, features, etc. if available. Pick 1-2 similar customers to mention in the message. This should be mentioned in the outreach, along with how you can add value. CTA: Ask for 10 minutes. Send via email and LinkedIn message or InMail. Here's what an example message could look like. --- Eric, Solid Q1, and congrats on the success of Nordy Club sales. Looks like membership growth is a key growth lever. I imagine member retention is a big focus. Our team has had tremendous success helping CVS, BestBuy, and Kohl's run world-class membership programs. Opposed to a quick 10-minute chat to learn more? Jason ✅ Run intro call These will likely go longer than 10 minutes. And the CEO will send you over to someone else in the C-suite. Run a solid intro call and make an offer to introduce key team members on your side. ~~~ The email/LI message should have all of the components of a great cold email: research, problem, social proof, and CTA. But the big difference is leveraging a c-suite title to get a meeting in the c-suite. I wish more CROs and execs in companies would leverage this approach. Agree or disagree? #sales #outbound

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North Star metrics are the backbone of any successful marketplace. In this clip, Godard Abel shares how G2 focuses on quality reviews, buyer traffic, and vendor revenue as leading indicators of success. Episode 462 of The Full Ratchet dives into his journey of building and scaling G2 to $100M ARR, the challenges of early-stage entrepreneurship, and how AI is transforming software discovery. Link to the full episode is in the comment section below.

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$1,000 That's how much an upgraded profile on G2 cost back in the day. (Way back in the day so don't go calling your rep asking for legacy pricing 😀) But it didn't start that way. It started as a few thousand with some leads thrown in, 50 to be exact. As you do when you are growing, we steadily raised prices every so often. But the problem was that the new $5k profiles weren't selling, at least not well. I was running the sales organization at the time and Tim Handorf came to me and said "how many profiles could you sell this month if you dropped the price to $1,000?" First I asked him if he was serious. Then I said "probably about 25." That month, Ryan Abramson and Alex Pike Enterprise Sales Leader at G2 went wild, selling 42 profiles and the rest, as they say, was history. I was catching up with Tim last night and we were sharing all the lessons we learned from this: 1) When you are starting out, the number of customers you have is many times more important than revenue. More customers means more feedback, more momentum, more visibility. For us, it also meant more reviews and SEO (a crucial part of success for any two-sided marketplace). 2) Pricing is hard so dont let your ego get in your way. Just because you were selling something at one price, it doesn't mean you are going backwards by lowering the price. You can always go back up (or down) if you need to. Take signals from the market and adjust accordingly. 3) Experimentation is the key to any successful startup. You have to try things, break things, screw up. This was one of our biggest unlocks and happened because we went against all conventional wisdom - dont lower prices and dont give things away for almost nothing. 4) Find ways to capitalize on pent up demand. The reason we were able to sell so many profiles that month was not only because of the low price, but more so that we had a ton of pent up demand. People knew who we were, our team was educating the market. So when we came to them with an offer they simply couldn't refuse, they didn't. There are certain inflection points in any business and this was one of the biggest for G2. Remember those times, learn from them, and be comfortable with being uncomfortable.

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One of the most expensive mistake B2B companies make isn’t bad hiring or poor product decisions. It’s what happens when they try to run multiple GTM motions at the same time. Let's take a SaaS company at $30M ARR: + ABM targeting Fortune 500. + Skilled sales team running MEDDIC. + Sophisticated buying center mapping. Then came the inevitable exec decision: we need to add PLG next Q! On paper, it made perfect sense. Self-serve funnels could capture the long tail and expand their market. But within months, their GTM is not so straightforward and "well-oiled": - Enterprise reps competed with inbound leads. - Marketing was torn between ABM and SEO. - Customer data lived in silos. - Tools multiplied as product and growth teams now involved closely. And this wasn’t an execution problem. Every new GTM motion doesn’t just add complexity, it multiplies it. Moving from one motion to two doesn’t mean 2x complexity - it means managing every interconnection between every components of both motions. So if by $100M ARR company has a dozen of GTM motions? That’s not 12x harder - it’s 144x (12²) Each motion brings its own tools, metrics, and processes. And most importantly - its own human behaviors. And politics, influences, etc. This is the hidden growth tax no one talks about. Companies hit this wall and their growth slows. Not because the market disappeared or the product got worse, but because GTM complexity outpaces their ability to manage it. The solution isn’t to avoid complexity. In 2024 avoiding multiple motions is competitive suicide. Instead, it’s about building for interoperability from the start: 1. Systems that connect motions. 2. Tools that unify customer data across channels. 3. Teams aligned on shared goals, not competing KPIs. 4. Leaders that are able to talk with other departments and understand those languages. The companies that win in the next decade won’t be the ones with the best individual motions. They’ll be the ones who make their motions work together. So what I would differently today when launching multiple GTM motions for the product line: 1. Understand how each motion affects the others (e.g., enterprise sales vs. self-serve) -> map those interconnections. 2. Ensure data flows seamlessly between teams, avoiding silos -> unify customer journeys across channels. 3. Create KPIs that reward collaboration across motions, not competition -> align the incentives.

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