Nathan Schubert’s Post

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GTM Engineer | Growth Ops | Revenue Architect (WbD)

Should you move upmarket? Makes sense, right… Sales velocity is plummeting. Win-rates are down. Pipeline cvg is now 6-7x (instead of 4x). CAC is up. Burn multiple is being thrown around. AE’s self-prospecting is not filling the gap. Quota attainment is <40%. The concept of linearity is failing i.e double $$ revenue = double leads = double opps = double headcount Seems logical to off-set a decaying Sales Velocity with a nice big bump in ACV. But, before you rewrite ICP and revamp messaging, take a breath. Moving upmarket may not be the right move. Consider the following: ✅ Are you targeting the right customers with the right message in the right channels? ✅ Is CAC optimised? Should it be moved from sales to marketing? ✅ Can incremental improvements across funnel/bow-tie compound results? ✅ Is the buyer journey & sales process aligned to the nuances of your product/industry/persona (be honest 😶 )? ✅ Capacity and effectiveness: should you reassess GTM orchestration i.e GTM motion, headcount, capacity, productivity KPIs, tooling. ✅ Re-assessing PMF and talking to customers who’ve purchased the fastest, expanded the quickest, and delivered the highest LTV. Triangulate learning(s) for messaging, positioning, and marketing initiatives. Moving upmarket can be a fantastic growth strategy, but it's not a band-aid for underlying issues. Diagnose the root cause of slowing sales velocity and explore all options. It might be that a few tactical adjustments to your existing approach can put you back on track, or perhaps a strategic GTM realignment is needed first, and moving up-market (eventually) is about offence, rather than defence.

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