Episode Details

What’s up everyone, today we have the pleasure of sitting down with the lads from We're not marketers.

Summary: When did everyone on LinkedIn suddenly become a GTM expert? The misfits from ‘We're Not Marketers’ dive into this chaos, explaining why Go-to-Market strategy has become the most misused term in marketing. They share product marketing stories about rigid product launches, cross-functional chaos, and small test groups. They open up about their love and admiration for marketing operations folks, similar cross functional translators between tech and marketing and how martech can support message testing. We explore the debate of who should have final word on messaging, PMMs or the channel SMEs. Join us for the laughs, stick around for the love between PMMs and martech.

About the 3 Misfits

• All 3 of these gentlemen work for themselves as fractional PMMs
• Gab Bujold (Bu-jo) is based in Quebec city, Canada. He’s a messaging expert and also a marketing advisor for early-stage startups, he’s a former product marketer and 4-time solo marketer at various different brands and sports an incredible mustache
• Also joining us today is Zach Roberts is based in California, he worked in B2B SaaS sales for half a decade before pivoting to product marketing with a focus on enablement, he’s worked at big names like Dropbox, LinkedIn and Google. He’s a 2x recognized Product Marketing Influencer by PMA
• Last but certainly not least, we’re also joined by Eric Holland who’s based in Pennsylvania, he’s a product-led content pro also runs a retail apparel startup and is a recovering in-house product marketer. He’s the mastermind behind the creative AI skullies artwork of their podcast

Why Go to Market Strategy Has Become a Buzzword

The concept of go-to-market (GTM) strategy has entered peak buzzword territory in recent years. What was once a product marketing-specific term focused on launching new products or features has been hijacked by nearly every department under the sun. These days, everyone from sales and marketing ops to customer success is suddenly a "GTM expert" on LinkedIn. The term has become so diluted that it's starting to lose its meaning entirely.

The transformation of GTM into a catch-all phrase stems largely from corporate politics and self-preservation. Teams across organizations are scrambling to attach themselves to GTM initiatives, fearing that being left out might signal their irrelevance. As Zach points out, there's an underlying anxiety that not being involved in GTM somehow makes a team dispensable, leading to a kind of organizational FOMO that has stretched the term beyond recognition.

The reality is that successful GTM execution has always required coordinated effort across multiple teams. Product marketing traditionally orchestrates these initiatives, but they can't execute alone. It takes sales for implementation, product teams for development, and marketing for awareness. The problem isn't collaboration; it's the current trend of every team claiming to be the primary GTM driver, creating confusion about who actually owns the strategy.

Eric makes a crucial distinction between "going to market" and "go-to-market strategy" that cuts through some of the noise. While the strategy might come from product marketing or revenue leadership, the execution involves multiple teams working together. The challenge is maintaining clear ownership of the strategy while preventing it from becoming another meaningless corporate buzzword that everyone claims expertise in.

Key takeaway: Organizations need to stop the free-for-all claiming of GTM expertise and return to clearly defined roles within the GTM process. Success depends on having centralized strategic ownership while enabling individual teams to excel in their specific GTM responsibilities, not turning every departmen