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Where Can You Grow the Most? · GTM Made Simple

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  In nine months, we will go to market partners from 0 to $1 million in revenue. And we did it without
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  a marketing team or sales team. I'm not just bragging, because what we had is what I'm going to
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  teach you right now. So there are eight questions in this whole good market operating system that
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  every company really needs to have clarity around. And I'm going to repeat this over and over again.
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  You need clarity on these eight questions. And today I'm going to focus on just the first
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  question which is all about where can you grow the most. Now remember the intentionality in that
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  question. I'm going to break it down, but I'm going to literally show you how you run from zero to
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  million in nine months. All right. So the question is where can you grow the most? So for your
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  business, you should be thinking about like where can we grow the most? Like what we did was we
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  literally sat down and said, where can we grow the most? We had many different things as a business.
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  Just so you understand, we are. We wrote a book called move, which is a Wall Street Journal best
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  selling book, and then we actually started doing advisory around the concepts of the book. And we
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  invented this idea called the go to market operating system. We're doing advisory workshops,
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  research, as well as doing some fractured work. And what we figured out was the best way to grow was
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  to actually teach this good market operating system to fractional super executives in the
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  world of go to market. So here's what happened. We started to implement it in the first three months.
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  We implemented in a couple of different companies, and we found out that the advisory work that we
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  were doing actually can be transformed into three things. Number one, workshops, pillar work.
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  There are eight different questions. So eight different colors and then projects. So what we did
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  was we literally took every single project we had and broke it down into three things. It did two
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  things for us. Number one, it gave us a great cash flow. But then you can break your projects down
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  into what I'm going to do workshop, and I'm going to repeat this workshop over and over again. Then
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  people are able to spend money on it, and they were able to say, oh yeah, we'll write a 25 gauge
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  check on that. Number two, when we said pillar, what we just deep work. They understood that this is
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  going to be a little bit hands on, but also strategic works, that they will actually give
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  money for that. And they will write 25, 50 gauge checks regularly on that one. And then the project
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  work, which was, which was ongoing to go there. So ultimately what we did was we broke down into
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  three different areas. Advisory work, which was a really strategic workshop and then a literal
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  pillar of work, which was deep down deep work with them working side by side and then actually
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  project works where we were like, hey, I got this. We'll work on it and we will literally deliver a
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  project to them. When we did that, we actually figured out a whole process around it. The day we
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  figured that out, we were like, well, let's just teach it to a few people. We taught it to three
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  different people very specifically, how do we run this project and this process? And each one of
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  them made a half $1 million in their first year. So within the six months of having this project
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  done and process done, we literally had three people literally implementing it. So from there on,
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  we literally were able to get lots of folks, lots of projects around this idea of go to market
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  opening system. We're running ads on it, we're running events around it, and every time we would
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  do that, we would get four, five, six different clients. All of that got unlocked because we asked
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  the most important question with lots of clarity where can we grow the most? We would. We had a
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  choice. We could have just run a bunch of events and did it, and we realized that, well, that's
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  literally not the way to run our business. We would have done all the work by ourselves, and
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  that would have not scaled the business. We would have just hired people full time for us. That
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  would have added a lot of cost to our business and we wanted to make it bootstrap. So what we did
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  was we created a 1099, literally a fractional marketplace of all the people who can do the work
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  and literally give business to them. And that allowed us to free up cash flow from our end, but
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  actually have great quality of work for our customers. So if you are thinking about building
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  your business right now, you need to really spend time on it. You just spent on on this question, not
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  just the question where can we grow, but the question where can we grow the most? Where you
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  have the most profit, where you have the most margin, where you have to do the least amount of
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  selling, where your delivery actually is less than what you would do if you were doing it yourself,
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  where you can expand to different geos. So now we have folks in Australia, in the UK and Canada, and
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  we would have never been able to do any of that if you would have not focused on this very
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  important question, which is the first question of the OS, where can we grow the moss. So my challenge
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  to you as I give you this idea is that right now, where can you grow the most list of all the
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  things that you can do to grow your business and then with your team, if you have an executive team,
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  literally have them prioritize it and ask the very difficult questions. If you grow here, what's
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  going to happen to your business? What parts of your business is going to fail? Where can we when
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  where it will have the highest margin for our business? When you look at those real nuances, you
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  actually can grow your business very profitably in those areas. That one question. Change the
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  trajectory. So nine months we built GTM partners from zero to million in revenue. And now that we
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  are five years into it, it's over $10 million. And that question is where can you grow the most? That
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  still is the center of how we look at everything. We ask that question repeatedly. So you can
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  literally go to run on GMOs. And there's an assessment that you can take. It will literally
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  help you figure out how do you answer that question. And you can do that with your executive
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  team and answer this most important questions. Now that you have all of that, let's get
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  moving.