A perfectly clean GTM process at a startup is a red flag indicating over-engineering and a lack of real-world traction. True growth creates chaos and pain points ("dumpster fires"). RevOps should let these constraints emerge naturally before attempting to solve them, avoiding premature optimization.
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Businesses should focus on creating repeatable, scalable systems for daily operations rather than fixating on lagging indicators like closed deals. By refining the process—how you qualify leads, run meetings, and follow up—you build predictability and rely on strong habits, not just individual 'heroes'.
As startups hire and add structure, they create a natural pull towards slower, more organized processes—a 'slowness gravity'. This is the default state. Founders must consciously and continuously fight this tendency to maintain the high-velocity iteration that led to their initial success.
Processes that work at $30M are inadequate at $45M. Leaders in hyper-growth environments (30-50% YoY) must accept that their playbooks have a short shelf-life and require constant redesign. This necessitates hiring leaders who can build for the next level, not just manage the current one.
In early stages, the key to an effective product roadmap is ruthlessly prioritizing based on the severity of customer pain. A feature is only worth building if it solves an acute, costly problem. If customers aren't in enough pain to spend money and time, the idea is irrelevant for near-term revenue generation.
Don't wait for a specific growth stage to assess your product team. Instead, use signals of friction as your trigger. These include internal signs like overwhelmed PMs and exploding backlogs, or external ones like unhappy customers despite on-time delivery.
Instead of over-analyzing and philosophizing about process improvements, simply force the team to increase its cadence and ship faster. This discomfort forces quicker, more natural problem-solving, causing many underlying inefficiencies to self-correct without needing a formal change initiative.
While consultants may fear the chaos of early-stage startups, it's often the best time to engage. Unlike larger companies with ingrained dysfunction, startups are a blank slate. The primary challenge isn't unwinding bad habits but simply helping them focus on fewer, critical activities.
For a small team, solving customer problems reactively is a trap. It drains irreplaceable time and energy, often in service of non-ideal customers, which unintentionally creates more systemic issues. A proactive, ICP-driven approach is the only sustainable path when you lack the resources to constantly fight fires.
