Over the past 3.5 years at @ElevenLabs, I've done unconventional things in GTM. Let me tell you why: - I hate hiring people that come with playbooks. In interviews, when someone tells me about their "playbook", I reject them immediately - Each company is different. Entering a market selling support agents is different from selling legal tech or ERP replacers. - Each market & product requires a unique thesis and approach. If you don't understand the market, you can't craft a narrative that will be sticky - AI has changed all dynamics. Experimenting is the only path forward - Thinking big and placing bets yearly delivers outsized returns. I only need 1 bet to work to smash the target for the year - Aligning the team in a Vision is the glue. Not many companies have a crazy Revenue Vision each year; mostly because leaders fear getting fired if something doesn't pan out. I can't be bothered - You build a startup to do impossible things. Unconventional leads to making possible the impossible Doing things unconventionally isn't easy - you face rejection internally & externally. But, hey, "this is the way". An example: I came up with the "Global hyper-local" concept in 2024. Let me tell you that most people didn't want to open markets, have teams on the ground, adapt product (incl translations) or stop being US-first, amongst many things. Today, we are global, +$500m in ARR, 50% of revenues come from outside the US, Enterprise is larger than Self-service, I have teams in +25 countries and have cracked the most difficult markets. Being unconventional works. Just be creative, driven, hands-on, pushy and jump through obstacles. But don't be silly; if a company doesn't value it, find a new challenge. We are lucky to live the best period in history to build companies.