speed is leverage

There’s a quiet killer in most GTM teams.
It’s not lack of budget. Or bad talent.
It’s delay.

Every week I speak to teams sitting in endless alignment meetings, debating whether to run a LinkedIn ad, or what cold email tool to use, or if they should hire that SDR.
Weeks pass. The market moves. The moment’s gone.

Meanwhile, the companies that win?
They move fast and fix things.

This week we helped a client:

• Rebuild their entire LinkedIn ads account from scratch

• Launch new creative based on updated ICP segments

• Fill the hole left by a departing SDR with a full cold-calling playbook and outsourced caller

All in one week.

If they’d tried to do it themselves, I guarantee it would’ve taken four to six weeks.
Not because they’re lazy.
Because they get bogged down in decision.

Too many GTM departments are trapped in a loop:
Wait for approvals
Involve every stakeholder
Overthink every risk
Miss every opportunity

The irony?
Speed is safer.

You don’t scale GTM by making perfect decisions.
You scale by making fast ones and course-correcting with data.

If you’re spending more time planning than executing, you’re losing.
Not just to competitors.
To your own inertia.

Fast GTM teams do three things well:

1. Make decisions at the edge. Empower the people closest to the problem

2. Run short sprints, not long cycles. Speed compounds when you're always shipping

3. Outsource bottlenecks. Don’t let hiring gaps or internal politics slow down pipeline

This isn’t about being reckless.
It’s about being responsive.

The teams we support grow because they’ve given themselves permission to move.
To test fast. Fail fast. Learn fast.
And act on it.

If your GTM engine feels sluggish right now,
chances are it’s not a strategy problem.
It’s a speed problem.

And you don’t fix that by hiring more people.
You fix it by moving.

If you’re in a slow GTM org, I’d love to hear how you’re trying to unblock things.
What’s holding you back from moving faster?

Just reply. I read everything.