Chapter 1: FoundingThe Founding Idea
Start with a problem or a disruption Founding Idea: MobileIron Founding idea: Do the homework Founding-idea test: Does it have "gravity"?The Co-Founders
Co-founder fit Co-founder skills Founders set the culture The founder oath: Separate mission and ego Founder challenge #1: Too many co-founders Founder challenge #2: The equity split Founder challenge #3: Founder dramaThe Early Team: Choose wisely to survive The Early Investors: Pick like a co-founder Non-linear Path is uncomfortable, but normal Thinking Ahead: Milestones to make the next round easy
Chapter 2: Product-Market FitIntroducing Product-Market Fit PMF for Enterprise Startups: It’s different
Paying reference customers How do you know?Finding PMF: Your path through the woods
Start with the product-market hypothesis Focus but be open to adjacencies - even if that seems like heresy Before building: Gathering customer data is an unsung skill While building: Listen, review and iterate your way to PMF Get to 20 paying customers—and find your hotspot MobileIron: Adjusts and Finds PMF Engagio: Fast path to PMF & $1M Annual Recurring RevenuePMF Challenges
Overcoming founder bias When PMF feels elusive Some early customers get left behind Technical debt – damned if you do, damned if you don’t Team debt – virtually unavoidableAchieving PMF: A huge milestone
Chapter 3: Go-To-Market FitThe missing link for growth: Introducing Go-to-Market Fit The 3 parts of GTM-Fit Part 1: Decide on a GTM Model Part 2: The Key - Create a repeatable GTM playbook 1.0
Step 1: Figure out the core steps in your GTM Model Step 2: At each stage, what do marketing and sales say and do? Step 3: Identify how the rest of the company can support each step MobileIron: Sample for sales-led playbook SendGrid: Sample for marketing-led playbook with self-serve Nailing the GTM playbookPart 3: Line up on an urgent wave – or suffocate slowly
Address an urgent operational pain Provide a high level strategic-value proposition tied to larger wave Urgency requires sacrificeWhen to start looking for GTM-Fit? What if GTM-Fit feels elusive?
Cure #1: Find the GTM patterns Cure #2: Get everyone in lineFinding GTM-Fit: Hard on you. Hard on the team.
GTM-Fit: strains the company and the team VP Sales’ dilemma: Davy Crockett or BraveheartGTM Fit doesn’t always mean hypergrowth now Inside the black box of GTM metrics
Instrument the GTM machine analytics Metrics answer the key GTM financial questionsDrive scale: find GTM leverage What does GTM-Fit feel like? Momentum. GTM-Fit: Exit survival mode. Get ready for Thrival.
Chapter 4: Accelerate to Category LeadershipWelcome to Thrival Tien Tzou, Zuora Aaron Levie, Box Bob Tinker, Mobileiron Acceleration GTM to category leadership Why target category leadership?
Startups and other vendors don't decide. Customers and Industry analysts do. Creating a new categoryGTM Acceleration drives massive changes across a company
Execution shift: from careful execution to calculated recklessness Market shift: separate from the pack Market shift: obsess about awareness and thought leadership Mindset shift: A GTM-led culture Investor shift: growth-centricThe big question: How fast to go?
Sample growth algorithms Dashboards and early-warning systems Intelligence from the troopsChaos of GTM Acceleration: Really fun and really scary
Fix one thing, another breaks: The Flywheel of Success and PainThe “Oh Shit” Moments How to Avoid Total Chaos
Clear vision and culture Set explicit company and team goals. Tackle interlocks and issues. Pace of execution: regular communication and program reviewsAccelerating to Category Leadership is both fun and scary
Chapter 5: Achieving Sustainable Industry LeadershipTranscending the initial category
Citrix,"Once you get to category leadership, it’s smooth sailing, right? Few companies transcend their initial category The 7 keys to transcendencePath to industry leadership
Add new GTM Capture adjacent categories From product to platform & ecosystem Competitive landscape: eat or be eaten Overcome the gravitational pull of the initial category Achieving escape velocityBig Question: When to shift from acceleration to sustainability? Drive to Sustainable Industry Leadership
Execution shift: Calculated recklessness to predictable growth Mindset shift: Clear path to cash flow break even Mindset shift: Drive efficiency and maximize net LTV Investor shift: Prepare for cross-over & public investorsDrive to Sustainability – People & Culture Changes
Culture co-existence: Growth with planning & optimization Team changes: Expect themSuccess means change. Change is hard and healthy.