Ben Rawnsley-Johnson

A go-to-market strategy is at its heart, an exercise in alignment. A good B2B GTM plan maximizes your exposure to growth by drawing a through-line across your market and ...

Philosophically, I think Marketers can be very insecure, and use metrics and KPIs to demonstrate capability or establish credibility. The truth is, no one is questioning ...

Too often I see folks trying to assemble the broadest ICP possible. The logic is that by inflating my TAM/SAM/SOM to the biggest number possible, I am increasing my odds ...

The best companies understand that delivering value isn’t a one-time event; it’s a continuous process. Marketing ongoing innovation means evolving how you position the pr...

For new products especially, pricing and packaging should inform, and be informed by the broader GTM strategy (it's why I'm so bullish about the role PMMs play in contrib...

PMM don't own outcomes the way some other teams like sales (meetings, deals) and engineering (shipped code) - but we do own the pursuit of the metrics that matter, and th...

GTM at an early-stage venture is hard to describe - it's probably almost never described as GTM, and is almost universally not led by a marketer. With anything prior to P...

Companies, particularly those that take a portfolio of products or solutions to market need to establish pricing and packaging principles. These foundational values and p...

In earlier stage companies, small teams of generalists tend to drive great results with their expansive understanding that comes from being in the weeds of product alignm...

Driving upsell is all about real value. Be real about your positioning, and test the underlying hypothesis for your up-sell play. Is there value? Are the features locked...