Insights
Looking beyond the GTM playbook.
Thinking on the decisions underneath B2B SaaS growth — market strategy, positioning, Product Marketing and what AI is changing about how companies compete and go to market.
DifferentiationHow to differentiate when competitors can build what you buildB2B SaaS teams were used to standing out on what their product could do. Now AI makes capabilities quick to copy and fewer users even see your interface. Where differentiation lives now, and how to find yours.
- AII built this website with AI. Why your company should tooYes, this website was built with AI. And I think more domain experts should do the same. AI lets us turn our thinking into something real without mastering every discipline required to build it. The execution barrier is disappearing. Your judgment isn’t.
- Market ExpansionHow to actually size your market (beyond TAM, SAM and SOM)Most market sizing stops at TAM and SAM, then guesses SOM. But a large market is only attractive if enough of it actually comes into play, and if you can realistically win when it does.
All insights
PositioningWe’re asking too much of positioningPositioning is having a moment. Interest in positioning has climbed sharply over the past year. It’s showing up everywhere in B2B SaaS: positioning consultants, frameworks, workshops, LinkedIn posts, founders deciding they need to “fix the positioning.” And I understand why. Markets are crowded.- SegmentationAI is growing your market and shrinking your segmentTwo companies can be the same size, in the same industry, with the same buyer, and still be different markets. Why AI maturity is becoming a segmentation variable, and why parts of your segment may no longer be addressable.
- PositioningPositioning has a different job in greenfield, replacement and consolidation marketsYour real competition depends on what the buyer is replacing: nothing, an incumbent, or several tools at once. Why the same product needs a reason to act, a reason to switch or a reason to simplify, and how to tell which game you’re playing.
- SegmentationYour highest-win-rate segment might not be your best marketThe segment you win most often can look like your best market. But win rate only shows how easily a segment buys. Why the easiest sale can be the hardest customer to keep, and four questions to ask about every segment.
- PositioningYour desired positioning isn’t necessarily your market opportunityWanting to be seen as modern, AI-native or strategic doesn’t mean buyers are ready for it. The difference between the positioning you want and the position you can win, why your best customers can mislead you, and how to test the opportunity.
- PositioningWhat your homepage has to answer before a buyer leavesWhen a B2B SaaS homepage doesn’t work, the first instinct is a new website. But most website problems are positioning problems that become visible on the website. What buyers need to work out from your homepage, and how to test it.
- SegmentationBad segmentation used to be survivable. Now it kills your next GTM move.Every GTM move starts with a choice about who. Now that features can be copied, that choice matters more than ever. Why most segments are inherited, not tested, and what to check before your next move.
- DifferentiationThe brand hype: when it pays off, and when it’s a distractionWith product differentiation getting harder, more and more companies are turning to brand. That makes sense, if buyers are already buying. Brand decides who they choose when they act. It doesn’t make them act. And no amount of marketing can make up for a lack of urgency.
- Market ExpansionWhy ICP clarity doesn’t solve your growth plateauEarly in my career as a marketing manager, I did what every good marketer does when joining a new company. I defined the ICP. Interviewed customers, analyzed the data, mapped the patterns. Six weeks later I had a clean document: segments, triggers, firmographics, the works. Leadership loved it.
- CompetitorsThe 5 competitive alternatives (and how to know which one you’re actually up against)When a new segment isn’t converting, the instinct is to look at the competition. Who are we losing to? What features are they shipping? Where are we weak on the comparison matrix? It’s a reasonable instinct. It’s also usually wrong. Who you’re competing against isn’t fixed.
- SegmentationUrgency: The one variable that decides whether your market expansion will workYou can get the segment right, the product right, and the positioning right and still fail. Because the market doesn’t care enough yet. Most expansion strategies start with the same questions: how big is the market? Does our product fit? Can we reach these buyers? How strong is the competition?
- AIAI is breaking the SaaS playbook. Here’s what replaces itYou won your first market because you understood it deeply. You knew the buyer, the pain, the workflow, the politics. You didn’t just build good technology, you built something that fit how your customers actually operate. That understanding is why you succeeded where others didn’t.
- Market ExpansionHow to choose your next market as a European SaaS company [5-step guide]Your home market is saturating. The board wants a growth story. Here’s how to make the expansion decision with evidence instead of ambition.
- Market ExpansionHow to decide what your next market should beA prospect asks for a feature. A big logo shows interest from an unexpected vertical. An investor says “you should expand internationally.” A salesperson brings in a deal from a segment you’ve never targeted. And suddenly the roadmap bends toward the loudest opportunity.
- Market ExpansionWhen have you earned the right to expand to new markets?How to know when it’s actually time to move to your next market — and when you’re moving too early
- Market ExpansionWhy your marketing team won't help you win your next marketGrowth is slowing. Your marketing team is working harder than ever. And the new segment isn’t responding. The problem isn’t effort, it’s that nobody changed the brief. Growth is flattening and everyone can feel it.
- Market ExpansionWhy fast-growing SaaS companies ignore most opportunitiesWhy the companies that grow fastest are the ones that ignore the most opportunities
- DifferentiationStop rewriting your homepage around AI. It’s killing your differentiationYou had a differentiated position. Then you rewrote your homepage around AI and now you sound like everyone else. Something is happening across B2B SaaS right now that should worry every founder paying attention.
- Market ExpansionYour next market already has players. Now what?How to Win in a Replacement Market You’ve won your first market. The board wants growth. Your team is looking at adjacent segments: a new vertical, a bigger buyer, a different use case. And then you get there and discover something uncomfortable: everyone in that segment already has a solution.
- Market ExpansionGoing upmarket isn’t expansion. It’s resetting PMFGoing upmarket looks like the most obvious path to growth: bigger customers, bigger contracts, more revenue. But enterprise isn’t just your existing market with more seats. The buyers, competition, product expectations and reasons to switch all change.
- LaunchesWhy your big product launch didn’t move the needleThe problem usually isn’t the launch. It’s what you launched and when. You shipped something significant. The team was excited. Marketing ran a strong campaign. Sales was briefed. The launch went live with energy and alignment. And then… not much happened. Pipeline didn’t spike the way you expected.
- Market ExpansionWhy most B2B SaaS companies abandon their market expansion too earlyThe expansion isn’t failing because you picked the wrong market. It’s failing for a reason you can identify — and fix
- AIAI isn’t killing your SaaS company. It’s testing your moatAI has made it dramatically easier to build software — and easier to copy it. That doesn’t mean SaaS is dying. It means the things that used to differentiate you may no longer be enough. AI isn’t removing the need for SaaS. It’s exposing where your competitive advantage was shallow all along.
- PositioningBefore you blame marketing, check your market choiceWhen growth disappoints, marketing is usually the first lever teams pull. New messaging, new campaigns, new channels. But sometimes the execution isn’t the problem. You’re simply trying to create demand in a market that doesn’t care enough yet.
- Market ExpansionYour new segment isn’t converting. Did you pick the wrong one?It’s probably not the market. It’s what you didn’t change when you entered it. What actually has to change when you expand into a new segment
- Market Expansion“If we narrow our market, don’t we shrink our opportunity?”Why the founders who focus on one segment grow faster than those who chase three
- Market ExpansionYour next market isn’t a country. It’s a buyer.Geographic expansion in Europe isn’t entering a new country. It’s entering a new market. And most founders don’t treat it that way. At some point, every European SaaS founder has the same conversation with their board.
- Market ExpansionAdding AI features won’t help you win new marketsAI has made it easier than ever to build new products and capabilities. But easier to build doesn’t mean easier to sell. When growth slows, adding AI features can feel like a way into new markets. More often, it’s a product answer to a market problem.
- DifferentiationThe competitor you’re ignoring in a new segment: inertiaWhy obsessing over other vendors is the wrong strategy when you’re trying to win in a greenfield market. There’s a pattern I see in almost every company trying to expand into a new market. The leadership team starts by mapping the competitive landscape. Battlecards get built.
- CompetitorsHow to actually win in a replacement marketReplacement markets are hard to win. Not because the product isn’t good enough, but because “better” is almost never enough on its own. Switching carries real risk, and the incumbent, however flawed, is already in place.
- SegmentationICP, Segment, PMC, PMF, Beachhead: what they actually mean and when each one mattersFounders use these terms interchangeably. They shouldn’t, because each one answers a different question. Every B2B SaaS company uses the terms ICP, segment, and beachhead. Most use them loosely. “Our ICP is mid-market SaaS companies.”
- Market ExpansionWhy the smartest founders struggle to commit to one marketYou already know which segment has the strongest signal. So why haven’t you committed? There’s a pattern I see in almost every founder I work with. They’re sharp. They’ve built something real, proven traction, a team that’s executing, revenue that’s growing.