Speaker B advised a company that grew from 10 employees to $1 billion in revenue in 3.5 years, watching it shift from loose growth teams to structured GTM engineering. That transformation changed how they think about what GTM engineering actually is.
I want to know what did that stint change about how you think about go-to-market engineering as a discipline?
Yeah, so to be more accurate, like I was advisor over 3.5 years in multiple different capacities and more different roles. And I mean, I think they were probably like, yeah, a bit past 10 in 2021 when I joined them and they recently announced passing $1 billion in revenue last year. So quite an impressive growth, probably the fastest that I've that I've ever experienced and I've been close enough to experience and, you know, get some learnings from. And so that's quite the long since a lot of things changed in that timeframe. We went from basically having growth teams, growth engineers, to having, let's say, GTM engineers, GTM teams, to where we are now, which I guess we're gonna try and define on this pod, which, you know, probably is something different, right? Yeah.
Roll Claude out from one laptop to the whole GTM org | Sam Gong & Zach Vidibor
