Contrary to conventional GTM strategy, Harvey intentionally targeted the largest law firms first. The rationale was that solving their complex needs and brutal compliance requirements would forge a product robust enough to serve the entire market, creating a powerful competitive moat from day one.
Harvey CEO Winston Weinberg's top interview question for leaders is to map their future organization at three, six, and twelve months. A candidate's ability to detail specific roles and profiles reveals their strategic thinking and capacity to build leverage, a key indicator of their potential to scale.
Harvey CEO Winston Weinberg experiences a four-month cycle of accumulating pressure from unsolved problems. He argues the only release is a fundamental reinvention: making a new leadership hire, restructuring the company, or cutting a failing initiative. This cycle is necessary to unlock the next stage of scale.
Weinberg values speed over correctness. He'd rather an employee make a wrong decision and fix it in a week than spend three months paralyzed by analysis. In fast-moving markets, the cost of delay exceeds the cost of a correctable error, making inaction the true failure.
While efficient, focusing solely on fixing what's broken can be a major blind spot. Harvey's CEO realized that a part of the business doing "super well" could often be doing 10x better with more resources. The biggest growth lever might be amplifying a success, not just plugging a hole.
Harvey CEO Winston Weinberg asserts that if you've never done a role, you will hire the wrong person 100% of the time. For first-time founders, spending even three months in a function provides the necessary context to understand the job's demands and successfully hire a leader for that position.
Instead of hiding the decision to layer a star employee, Harvey's CEO advises involving them directly in the hiring process for their new manager. While this risks them leaving, it's a calculated bet on trust. Success means they respect the decision, feel valued, and are primed to learn from their new leader.
Harvey's early sales strategy was to find a target lawyer's public court filing, use its AI to find flaws in the arguments, and present the critique directly to them. This hyper-personalized "attack" immediately proved the product's value and grabbed the attention of busy, high-value prospects.
Harvey's COO doesn't own a single function like GTM. Instead, she tackles complex, cross-functional initiatives that the CEO would otherwise have to lead. She manages stakeholders and synthesizes options, effectively acting as a clone of the CEO for driving company-wide strategic projects and increasing his leverage.
Harvey's CEO found his product decisions were worse when he isolated himself to work on strategy. He realized his best product insights come from being deeply involved in sales calls 24/7. The direct feedback loop from talking to customers is more valuable for roadmap planning than any internal brainstorming session.