What tasks are done by you/your team Vs marketing, product, sales etc?
How are you adapting your product release and collateral strategy as products evolve more rapidly with AI?
As AI infrastructure becomes a budget line item across enterprise, how do you frame your GTM narrative in conversations where buyers conflate your offering with commodity model/compute spend?
I hear LOTS of people today talk about GTM as pretty much anything marketing. This is very wrong in my book; GTM is about a product launch process. How do we fix this?
What is your perspective on having a work portfolio? If important, what would you include?
If a product has launched but not gain traction, how to revise or relaunch?
What format do you use for your GTM Strategy?
Who are your main stakeholders involved in crafting the GTM Strategy?
Who are those crucial internal stakeholders that we need buy-in from?
We have an well-oiled product launch framework but are looking to build GTM frameworks for both strategic partnerships and M&A to drive better alignment and rigor in how we manage these events as a business. Do you have experience and/or best practices you could share with respect to either of those areas?
How do you ensure the GTM strategy is the right one?
What changes to you GTM strategy and implementation plan would you make for a service rather than a SaaS or product?
