WBIGTM

In today's competitive SaaS markets, too many companies end up overcomplicating their GTM strategies, causing friction, confusion, and panic in the market. Having a straightforward, simple, easy to understand GTM strategy that customers can articulate, helps you get to value and aligns your teams.

When revenue performance deteriorates, the organisational response is remarkably consistent. Pipeline targets are raised. Sales activity is scrutinised. Marketing is asked to deliver more volume. Enablement is tasked with sharpening execution. Pressure is applied at the edges of the system. What is rarely questioned is whether the  revenue model itself  — the way money is monetised, realised, and scaled — is fit for purpose. Yet in many B2B SaaS organisations, the most persis

Strategy answers important questions: who you serve, what you sell, where you compete. But strategy alone does not determine whether revenue is produced consistently, predictably, or profitably. That responsibility falls to the system that sits beneath it. Without architecture, execution relies on individual heroics. Growth depends on effort rather than leverage. When conditions change — as they inevitably do — the system amplifies volatility instead of absorbing it.

As 2025 draws to a close, it is striking how consistently SaaS leaders have rediscovered the same truth: the GTM engine is not a playground for clever tactics, but a system whose performance depends on clarity, discipline, and coherence. In that spirit, the final WBIGTM essay of the year looks back at what 2025 has taught us — not through the lens of novelty, but through the lens of accumulated wisdom.

When it comes to segmentation, targeting and positioning, you have to discriminate: you have to pick the segments you want to serve. You cannot be all things to all people. 

Segmentation, targeting, and positioning form the backbone of any successful GTM strategy. Many SaaS companies though fall into the trap of adopting a scattered approach, effectively creating a blancmange of inconsistent messaging and poorly aligned sales efforts that must be overcome. 

#WBIGTM Episode 3: Revenue Growth vs Cost Containment with Louis Fernandes & Simon Daniels This week on the  What's Broken in GTM and How to Fix It  podcast I recap his time at the  CRO Connected Summit in East Sussex, including a nice walk in the countryside not ruined by having to play golf! More seriously,  I found the talk on seller productivity by  Gerry Hill  very valuable and recommend following him for more insight. Moving on to this week’s discussion on revenue growt

At its heart, MEDDIC aimed to solve one big problem: "Why are we wasting time chasing bad deals?"

Understanding the differences between TAM and SAM and SOM is crucial for companies to assess their market potential, set realistic expectations with investors, and make properly informed strategic decisions.

Where The Challenger Sale really sets itself apart is in how it structures the conversation — not just what you say, but the order in which you say it. This is what creates the tension, insight, and urgency that drives deals forward.

Product market fit is not just for Christmas and it doesn't get solved overnight, but companies that invest the time and effort to get it right will experience more sustainable and profitable growth.

SPIN is an acronym for the four types of questions great salespeople use to uncover and develop a customer’s needs.