Why Your Startup Needs a Go-To-Market Specialist

The moment after a startup validates product-market fit is when a critical new phase of hard work begins. Without the right go-to-market execution, even the best product can fail to scale. After leading growth efforts at two startups from customer zero to NASDAQ IPOs, I’ve seen firsthand how crucial early-stage growth execution is. This is the phase where you lay the foundation for long-term growth. Yet, the skills required at this stage are vastly different from those needed later. Despite its importance, few professionals focus on this phase because typical stock option vesting plans tie them to longer-term roles. For the past 15 years, I’ve embraced this challenge, specializing in early-scale growth through hands-on execution.

This stage demands intense, hands-on work within a narrow window to make an impact. The downside of focusing on this phase is that you're essentially working yourself out of a job within a year. However, when executed correctly, this phase is critical for building a valuable, thriving company.

1. Early Scale: The Critical High-Leverage Phase

Once PMF is validated, the foundation for scaling has been laid. This is when small, strategic actions can yield significant impact. Companies that focus on the right growth levers at this stage are more likely to see accelerated growth, and the equity in businesses tends to appreciate quickly.

However, executing this phase requires specialized expertise. Without proper execution, companies risk losing momentum and burning through cash. A go-to-market specialist can identify high-leverage opportunities and scale more effectively, while those without this experience will waste a lot of time and effort trying to find the right levers to activate.

Example: At Dropbox, prioritizing experimentation in the early scale phase allowed us to unlock rapid growth. Rather than focusing immediately on acquisition or referral, we refined the onboarding process, ensuring that new users activated quickly and experienced the product's value right away. This led to sustainable growth and scaled retention, and this helped Dropbox reach $1B in recurring revenue faster than any prior SaaS business.

2. Building a Culture of Growth, Data, and Experimentation From Day One

Even after PMF validation, a company’s culture is still forming. Establishing a culture of experimentation, data-driven decision-making, and rapid iteration early on is crucial to driving sustainable growth. Companies that embrace this from the start are better positioned to scale.

Growth-oriented companies like Dropbox, Facebook, and Uber have shown how fostering a strong experimentation mindset early on can fuel scalable growth. This phase provides an opportunity to ingrain these values and set a solid foundation for the future. Culture becomes significantly more challenging to change over time.

3. Why Hands-On Execution and Prioritization Are Key

Successful early-scale execution requires hands-on leadership that is fully immersed in day-to-day operations. More than just advising, a go-to-market specialist works closely with teams to run growth experiments, gather insights, and implement strategic changes. Prioritizing the right initiatives—whether it's gathering more customer insights or improving onboarding—is critical to unlocking growth. For a deeper dive into how prioritization plays a critical role in driving growth, you can explore this article on prioritization.

At this stage, hands-on leadership makes the difference. Startups relying on light-touch advising during this phase often struggle to execute effectively.

Conclusion: Prioritize Go-To-Market Expertise for Long-Term Growth

Focusing on the early scale stage after PMF validation is critical. This is where the foundation for long-term growth is laid. By bringing in a go-to-market specialist who can execute hands-on and prioritize effectively, startups significantly improve their chances of sustainable success.

It’s essential that a go-to-market specialist plans the timeline of their engagement upfront. This sets clear expectations on both sides that this is not a long-term employee role, but rather a short-term, high-impact engagement. I recommend having a unique options program for this specialist, with full vesting after about six months. A key benefit of focusing on early scaling is that this is the equity most likely to experience significant appreciation during the key growth inflection point. This ensures alignment and motivation, while allowing the specialist to focus on delivering maximum value within that critical timeframe.

I typically structure these engagements as Interim VP Growth roles, lasting 3 to 6 months, with each role spaced 12 to 18 months apart. From the outset, we set clear milestones with a shared objective to execute efficiently. The goal is to lay the groundwork quickly, allowing the long-term growth leader to focus on scaling the proven growth engine. Once the engine is running and a growth-oriented culture is in place, transitioning leadership becomes crucial for scaling the team and operations. Planning this transition early ensures a smooth and seamless handover.

If your startup is ready for rapid growth after PMF validation, now is the time to evaluate whether you have the right expertise in place to execute. The right go-to-market execution can make all the difference between success and failure.