👋 Noa Shavit

Claude Cowork is also fundamentally a GTM story. Here’s why. When software creation compresses, distribution becomes the constraint. Claude Cowork was shipped in a mere 10 days (wild!). It started with a simple nudge from Boris Cherny, leading Claude Code: could what had been built internally be scoped down and shipped in just a few days? A small team formed, set an aggressive deadline (“how about Monday”). Claude wrote Cowork itself. Take a minute to let that sink in 🤯 Them shipping in 10 days shows how product advantage decays faster. In this world, the hardest problems shift upstream: - Who is it for right now? - How do you get it into real users’ hands fast enough to learn? That is GTM. Agentic development raises the bar for GTM execution. When iteration is cheap(er), feedback speed is everything. Teams that can ship early, message clearly, onboard smoothly, and close the loop with users will outpace teams that are technically strong but less GTM-savvy. Code is no longer the bottleneck, GTM is. That’s why distribution becomes the final moat. Jordan Crawford has been expressing how we’ve entered a new era. Taking inspiration and learnings from him (full credit to him), these are the eras we’re seeing: 𝐄𝐫𝐚 𝐈: 𝐓𝐡𝐞 𝐰𝐨𝐫𝐤𝐟𝐥𝐨𝐰 𝐞𝐫𝐚 This is when AI became broadly accessible. It showed up as a conversational assistant that could answer questions, generate ideas, and help people think faster. The interaction was simple: prompt in, response out. The value was speed and cognitive leverage, but the limitation was execution. ChatGPT didn’t understand your real context or operate inside your tools. You still had to copy, paste, and act. AI helped you think, but it didn’t do the work. 𝐄𝐫𝐚 𝐈𝐈: 𝐓𝐡𝐞 𝐚𝐮𝐭𝐨𝐦𝐚𝐭𝐢𝐨𝐧 𝐞𝐫𝐚 This is when AI crossed into real execution, but only for power users. Developers and technical operators wired AI into scripts, terminals, and early agent workflows. These systems could automate tasks and chain actions, but they required deep technical knowledge. The power was undeniable, but the barrier was high. AI could do work, but only if you knew how to talk to machines. 𝐄𝐫𝐚 𝐈𝐈𝐈: 𝐓𝐡𝐞 𝐨𝐫𝐜𝐡𝐞𝐬𝐭𝐫𝐚𝐭𝐢𝐨𝐧 𝐞𝐫𝐚 This is where execution becomes accessible without the technical tax. Instead of prompts or commands, you give Claude an objective. It plans the work, executes inside real files, checks its output, and iterates when needed. Context persists across steps. We've officially entered a new era. -- ✍ More notes on Claude Cowork in the latest The GTMnow Newsletter. 💡 GTMnow by GTMfund: Build, scale and invest with the best minds in tech. ✉️ GTMfund and Jordan Crawford are hosting a private event on Claude Code on Tuesday, February 17th in SF. If you're a founder or an operator owning outbound in vertical SaaS (post-PMF), DM me for access.

60

15 Comments

I’m becoming increasingly convinced that if Product Marketers still have to spend a large amount of time explaining what we do and the value we bring, that’s on us...not the org. Before PMM, I worked in strategy. My title was “Senior Strategy Manager.” Nobody knew what the hell that meant. I assumed it was my fault. I couldn’t explain who found me valuable or why. Now, in PMM, I see the same pattern. Our role looks different everywhere (like strategy roles). We anchor on outputs like slides, one-pagers, launches, positioning...but rarely our impact. That’s why people still ask what we do. The truth is: Product Marketing exists to connect product, market, and revenue. We bring together what we build, how we sell it, and whether customers actually see value once they buy. With Product, we try to make sure what’s built aligns with what buyers want. With Sales, we make it easier to win with sharper stories, stronger positioning, cleaner objection handling. With Demand Gen, we help campaigns convert with better targeting, messaging, channels and content. Done well, PMM is a revenue driver. Done poorly, it’s a deck factory. And that’s the part we control. We should assume that our work shows in numbers, or it doesn’t matter. Until we anchor our value in the same metrics the CEO and CFO care about, pipeline, win rate, retention lift, etc we’ll keep explaining instead of leading. I think we need to stop defending the role and start focusing on moving metrics. #PMM

90

23 Comments

The signal most founders miss early: A good prospect says "interesting." The right prospect says "when can we start?" One is polite. One has a problem they can't sit on. Building GTM around the wrong signal doesn't just slow you down. It points the whole machine in the wrong direction.

2

Hot take: The most successful SaaS companies of 2026 won't be the ones with the best UI or capabilities. They'll be the ones with the best "Agentic Commerce." Like a lot of people, I’ve been living in Claude Code lately. The velocity is just insane. Between Claude and Vercel, I can go from an idea to a deployed app in minutes. But the wall I keep hitting? Integrations. An LLM is a genius in a vacuum, but it only becomes actually useful the second it can touch the real world. Want a voice agent? You need a Deepgram/Daily API key. Building a compliance app? You need Go1 or EasyLlama. The "AHA!" moment for almost everything I want to build right now is 100% dependent on how fast I can plug in these external components. And that's where the friction is. It's a procurement barrier. Call me greedy, but I want the ability to purchase and provision APIs within the CLI. If I’m in my terminal and the agent realizes it needs a specific capability, I should be able to buy and access that key right there within the tool. I shouldn’t have to break flow, go to the browser, "Talk to Sales," or mess with a billing UI just to get a string of text. The easier a company makes it to access their APIs, and the simpler they make their commercial models, the more adoption they’re going to see. Ease of Integration is the new UX. If an LLM can’t parse your docs, authenticate, and "buy" your service in seconds, your product effectively won't exist to the next generation of builders.

16

1 Comment

2026 marks our 4th year building Valubyl. It's been an epic journey working closely with 30+ B2B SaaS companies on PLG, and a real privilege partnering with industry leaders like Instantly, Databox, Signwell, Freckle, and many more. In theory, self-serve onboarding should be easier than ever. AI can guide, generate, explain... But in reality, activation has become even more fragile. Products are more powerful. AI started showing up everywhere. And yet most onboarding experiences still struggle to make that power feel concrete. We’re in an abstract phase of AI adoption where capability has moved faster than understanding. Teams are struggling to onboard people into AI-powered products, and the old playbooks aren’t holding up. What’s interesting is that our niche hasn’t changed at all. We’re still focused on product-led, self-serve SaaS. Still obsessed with onboarding, activation, and getting people to real value. But how we work, and how much of the outcome we’re able to own, has changed a lot. Over the last few years, it’s become obvious that activation is a real and painful challenge for teams, from super early-stage companies to PLG leaders at scale. We see the same outcomes again and again: users signing up with intent but never reaching value, onboarding that’s missing or vague, and teams left guessing where momentum actually breaks. So heading into year four, we’re evolving in a very intentional way. Same hyper-niche, just much deeper execution. We’re taking ownership of activation systems across onboarding, lifecycle, and monetization. Not just advising, but helping teams actually build, connect, and run them. And alongside that, we’re going to start sharing a lot more of the work itself. Not so much polished thought leadership. No hot takes. Real, practical assets pulled straight from client work. The stuff teams are actually struggling with right now: making value obvious, shortening time-to-value, fixing quiet drop-offs, and turning self-serve usage into something that sustains a business. Same core belief as always: product value is the growth strategy. Value first, revenue follows. If you’ve followed along so far, thank you! 😁 If you’re new here, welcome 👋 Happy 2026!

46

8 Comments

Seth Levine nailed it! The concentration problem isn't just a GP pain point... it's choking innovation. When capital pools around the same 20 funds, emerging managers and founders get shut out. Love that he's using his platform to call this out. Foundry has backed 50+ emerging managers. That's the diversification the ecosystem needs. This is exactly why Carta exists — making capital allocation visible and accessible. Capital Evolution hits at exactly the right moment. Thanks for having us Daniel Dart. Team Carta loves the community of FUTURE TITANS you have built 🚀

42

6 Comments

Great time talking with Vince Quinn, Co-host of Future Fuzz, on one of the most under‑rated, yet business‑critical, topics: the alignment (or misalignment) of sales and marketing teams. We unpack the telltale signs teams are out of sync, why that quietly drains budget and opportunity, and how companies, from scrappy startups to established enterprises, can build disciplined but culture‑driven processes to ensure marketing and sales act as one high‑performing “team.” Key Takeaways -Misalignment shows up in obvious, but sometimes overlooked, symptoms: trade shows where the “wrong” people show up; lead‑gen campaigns with no follow‑up; or marketing activities with no resulting revenue. -Poor ROI isn’t always about a bad strategy, sometimes it’s just bad alignment. Wasted budget is often the result of marketing and sales operating in silos rather than in tandem. -Fixing it requires both culture and systems. It’s not enough to want alignment, you must build repeatable processes (meetings, newsletters, communication cadences) and embed a shared sense of ownership across teams. -Frequent communication is key. Eric recommends regular meetings (weekly or bi‑weekly), public readouts from every functional team, and a shared “company‑wide newsletter” that covers updates across marketing, sales, product, and more. -Transparency and inclusion boost buy-in, engagement and retention. When people across sales and marketing know what others are doing, they feel more connected to the company’s purpose, and are more likely to speak up, contribute insight, or flag risks early. -Alignment benefits far more than the bottom line. When done well, teams work more efficiently, budgets stretch further, employees feel invested and engaged, attrition drops, and the company becomes cohesive, purposeful, and resilient. https://lnkd.in/ggtjigXE Jon Iwata David Vaughn David Humes II John White •Paul Rapier Keith Webster JT Lewis Mitch Diodato Tom Dionne Tom Manganaro Troy Fortune Pete Byrne Jason Nichols Oren Yesharim Donato Ceccomancini Fernando Egido Hayden Sadler Reem Hazan Anthony DeLisio Karine Haase Guy KarivRichard Connolly Bryan Stover Moshe Rivel Stephan Rath John Furrier David Vellante David Linthicum Rob Strechay Paul Nashawaty Krista Case (Macomber) Randy Kerns Camberley Bates Dave Raffo Chris Mellor Chris M Evans Ashish Nadkarni Matt Eastwood Travis Meyer Henri Richard

2

1 Comment