I Have a Go-To-Market Strategy. Now - Who Will Do the Work?

A mental and practical guide to world-class GTM execution

I see many teams building fantastic go-to-market strategies. Their plans are bulletproof. Founders feel confident about their world-domination plans. Rightfully so, because they have:

✔️ Learned the latest and most excellent GTM tactics and trends: AI, all-bound, ICP-first GTM

✔️ Received great advice from advisors, consultants, VCs, and professional communities.

✔️ Adopted state-of-the-art tools and hired top talent and consultants.

What could possibly go wrong?

(I hate to break it)

Poor execution.

Most people, not all, possess the intellectual capacity to come up with very well-defined go-to-market strategic work. Selecting the best tactics - what to do to get there - involves a bit of trial and error on top of collecting the right intelligence. But execution - well, that is where shit hits the fan.

By no means am I fetishizing “hard work” for the sake of hard work. You can work really hard towards the wrong objectives, and the net result is still the same - you don’t win.

One needs to “put in the reps” to execute what was agreed.

For a long time, we have been discussing how to develop a go-to-market strategy.

Now, it’s time to get physical.

In this article, I aim to mentally and tactically equip you to elevate your GTM execution muscle and put in the reps to move the needle in business. You will learn:

1. How I plan GTM execution for my teams

2. The rule of 100: Gamification of dull work

3. My mindful guide to outsourcing

If this sounds good, let’s give it a go!

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GTM execution planning: How I make decisions with my teams

Workshops are fun to do. We make plans, everyone feels good about the mission, and there is a certain pride in building a GTM strategy from scratch. It’s very exciting.

If you have not taken my GTM Power Hour for a spin - do it. It is so good and actionable. Get the free template.

Workshops should conclude with commitments on what needs to be done and, ideally, who and when will do it (roadmap). Before committing to the roadmap, one needs to understand the resources at their disposal. By resources, I mean time, team, money, tools, and sometimes internal politics and willpower.

When it comes to GTM execution, you often send me a lot of questions that we’ll tackle today:

→ Can we outsource GTM to a partner? - I would not, but you can.

→ I do not have a team - can I do GTM solo? - Of course, you can. Even part-time.

→ Must I, as a founder, be involved in GTM? - No. But it is good if you are in the early stages.

You will grasp the logic really fast. There is no single right way how to do GTM. We work with what we have, we are trying to make the best out of it and it comes in many shapes and sizes.

Here is an example of one of my teams, where five people are actively involved in GTM, and their mission-critical objective is to get 50 new customers this quarter. We have to work on two fronts: pure product-led growth and a kick-off of the reseller program. Those critical areas are divided by owners and have precise timelines and frequent accountability checks.

These are the activities we prioritized:

This is an example of the planning - get the access to all assets here

The rule of 100: Gamification of tedious grunt work

Now, whenever I see activities such as “create LinkedIn content, educational content, start ABM…” I have to take a deep breath. I like speed, fast results, and outputs - but these activities sound like a lot of work with questionable ROI.

This mindset will help you with grunt work in GTM. Prepared with Ognjen Bošković.

If I see that this work just has to be done because the audience is the best and - let’s be honest - we get good at things by doing them… I will commit to doing the work. Moreover, some GTM motions (predictable and scalable ways to acquire customers) require a lot of input before we can see some compound effects. For example, inbound requires lots of content production. In that case, it is a decision, not a chore. Or is it …?

You see, one of the most frustrating things for me is to work and see no results. I find so much joy and excitement in rapid feedback loops. But sometimes, the work is just daunting. You have to work, work, work, and work for months - and no one is there to clap for you and cheer you on.

This year, I took on what is called Alex Hormozi’s “rule of 100”. Every day, I have to do:

• 100 minutes of content creation

• 100 outbound emails

• Invest $100 in ads or

• Have 100 conversations

And every day I do it, I mark ✅ in my planner.

I know this reward sounds silly, but I sometimes manage to gamify myself - following Atomic Habits logic - that every day, I have to do 3 out of 5 habits I am trying to create:

1. Workout

2. Learn something new

3. Execute on the rule 100

4. Eat healthy

5. Write - create assets.

It works for me - hopefully, it will work for you too.

The hidden beauty of implementing this rule is that you commit and do it. I have slots for this on my calendar. While this work will never feel awesome to do and is rarely fun, I am building a critical mass of reps with feedback loops so that I can get “organic leads non-attributed to a specific marketing action” and build “brand awareness” - whatever that means.

Mindful guide to outsourcing: Don’t do it/Outsource/Do it really well

Now, the fun part: who will do this work?

Here are some realities before we dive deeper.

If you are:

• A part of the bigger organization → Either there is a dedicated GTM team or, most probably, a PM or PMM will be assigned to do it with the help of internal colleagues and external agencies. Grunt work will more likely than not get outsourced.

• SME → Once it is clear which GTM motion will work for you, get THE BEST GTM motion specialist with relevant industry experience you can afford. Practically, you want to “buy” someone who has done what you want to do for a company very similar to what you do.

• Startup → In earlier stages, the founder is recommended to be hands-on with GTM. You are the one with the vision. If that is not an option, have a dedicated person early on, preferably as a co-founder, but do not offer equity to random advisors you don’t know will work well with you.

• A founder on a shoestring budget → You will do the work - no excuses. But the good part is that you can learn and experiment fast.

There are more opinions than best practices here on what to outsource and what not.

Here is an example from my business. I would never outsource the following:

❌ Customer discovery - I need to talk with the users to feel their pain and get learnings. No transcripts or mood boards will ever make me feel what they go through.

❌ My core GTM motion (the one bringing in the most profit) - I have tried 7 times to make my life a bit easier, but it was always a giant fail. Now my mojo is to work with amazing experts to elevate my skillset in mission-critical areas.

❌I still do sales because the business is very tied to me as a founder. Sometimes, I sell through partners, but sooner than later, I would want to talk with a prospect.

These are the things I would outsource in an eyeblink:

✅ Editing and proofreading - I am more of an idea person, that is not my forte. It’s highly expert work that I am not the best at.

✅ Finance and legal - stuff that requires a lot of expertise but is not my core business capacity, and I am not a specialist in it.

✅ Bookkeeping and travel arrangements - relatively low added-value tasks that can be executed by trusted people but not necessarily top experts

In 2025, I am learning more about simplifying the business, investing more in automation and exploring the capacities of AI. But in general, I think of this like this: am I buying back my time or accelerating learnings:

This is very hard for me to do. I am still learning.
As a self-made professional, the mindset of “if you want to do it right - do it yourself” got me far.

But it will not get me to an entirely new level.

Slowly but surely, I am trying to let go as a founder. And I am lucky to work with Anže here, who is MUCH better at managing processes than I am, but one thing I can do better than almost anyone else is ….

Do whatever is mission-critical! 🎯

Repeat these mantras after me:

“You can do anything, but you cannot do everything.”

“Is it mission-critical?”

“Focus = saying no.”

“You are always operating with limited resources. What separates winners from losers is how we prioritize them to reach the objectives.”

GTM will always be hard, chaotic, ambiguous, stressful, and full of unknowns.

What makes it hard is also what makes it so rewarding.

If it was easy, everyone could do it.

Entrepreneurs are only 7.4% of the world's population.

Among all of us, 95% will fail to win the early majority of the market (cross the chasm)

72% of companies fail due to go-to-market mistakes, not bad products.

We chose hard.

Hard can bring disproportionate rewards.

I also think it shapes incredible humans.

But don’t make it harder than it already is. Focus on the tasks and projects that will make the biggest impact on your business. Use a powerful weapon of saying NO more often. And most importantly: do not give up.

There are great days - there are terrible days.

Your life in GTM will account for some of the most amazing stories of your career.

True hero stories where you win against all odds.

That makes legends ✌️

Thanks so much for reading - but in the spirit of this article:

It doesn’t matter how many articles you read. How you change your behavior (implement this knowledge) makes all the difference.

What is one key takeaway from this article for you?

What can you take from this article and apply to your business today?

If you are brave enough to commit in the comments, I’ll salute you!

But no matter what - let’s break the analysis paralysis cycle and get mission-critical work done!

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