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What’s up everyone, today we have the pleasure of sitting down with Maja Voje, Founder of Growth Labs and the Author of GTM Strategist.
Summary: This episode with Maja is a playbook for startup marketers, growth advisors, early stage founders and anyone curious about go-to-market strategies. We untangle the most popular questions about growing early stage startups, from picking the right early channels and leveraging qualitative insights, to uncovering the limitations of willingness to pay and locking down the moving target of product market fit. We also cover how to overcome biases, leverage intuition and simplify all things go-to-market.
Jump to a Section
- What CMOs and Growth Advisors of the Future Should be Doing Today
- How to Pick the Right Channels Early On
- Why Product Market Fit is a Moving Target and How to Keep it Locked In Sight
- Qualitative Research and Experimentation Principles Beyond Statistical Significance
- You Can’t Recycle an Old Playbook at a New Company
- Navigating Early Customer Profiles and Martech Decisions
- Why Willingness to Pay is Potentially Misleading
About Maja
- Maja started her career bouncing from government consulting, journalist intern and Program Manager roles
- She then kickstarted her entrepreneurial journey and launched Growth Lab, an early version of her consultancy where she moonlighted as a consultant
- She worked at Google on Speech Ops, where she led a team of 9 on a globally coordinated technology development project
- She later worked for various startups across London and Brussels; leading marketing, comms and growth strategy
- She then worked remotely for a web3 blockchain startup based in Hong Kong and took on the role of CMO where she raised over 20M in growth capital and attracted 16,000 early adopters
- She’s a mentor at the Swiss Entrepreneurship Program
- She’s the author of GTM Strategist, a comprehensive guide on launching a new product and gaining PMF
- Today she’s doubled down on her consultancy Growth Lab where she’s worked with brands like Heineken, Bayer, Miro and ProductLed. She’s also taught Growth principles to more than 50,000 students around the world including employees from Tesla, Apple, Deloitte, Adidas…
What CMOs and Growth Advisors of the Future Should be Doing Today
Maja shares straightforward advice for those setting their sights on a Chief Marketing Officer or growth advisor role: stick with it. Jumping from one project to another without fully engaging in the entire lifecycle—from planning to execution to scaling—might seem dynamic, but it lacks the depth that comes from true commitment. She believes that the real insight into marketing leadership springs from not just launching a product but also from nurturing it and watching it grow to a stage where it can be replicated efficiently and effectively.
During the interview, Maja described what she calls a “speed learning period.” This intense phase of hard work, though daunting, is invaluable. Here, you’re not just working; you’re absorbing through active participation. It’s a time filled with late nights, teamwork, and, yes, lots of pizza and energy drinks. It’s about making the most out of the resources around you—mentors, colleagues, and the safety net of not yet playing with your own money.
Maja also touched on the psychological barriers like imposter syndrome that can stunt growth. Her advice? Push past those doubts. Success breeds confidence, and with each win, the blueprint for repeating those successes becomes clearer and more intuitive. She advocates for a mix-and-match approach to professional roles: try a bit of mentoring here, some part-time consulting there, and see what suits you best.
She’s passionate about remaining relevant and adaptive in the fast-paced marketing world. For Maja, it’s not just about keeping up; it’s about continuously applying what works on a larger scale and helping more people with those proven strategies. This excitement for her work shines through when she talks about scaling what works and bringing more value to more clients.
Key takeaway: To really prepare for a CMO role, immerse yourself completely in projects and embrace the learning that comes with each phase. Avoid hopping too quickly from one opportunity to the next without reaping the full benefits of your experiences. Stay versatile, stay engaged, and remember, adapting proven strategies on a wider scale can amplify your impact and keep your skills sharp in a competitive field.
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Recognizing the Value of Simplicity in GTM Strategies
So how do you help teams recognize the value of simplicity in go to market strategies? When Maja talks about marketing strategies, she hits home the need for simplicity. It’s easy for marketers, especially the seasoned ones, to fall into the trap of making things more complicated than they need to be. Maja explains that the smarter you get, the harder it can be to keep things straightforward. You start seeing more angles, more risks, and more possibilities, and suddenly, you’re stuck—nothing moves because you’re overthinking every detail. This is what Maja refers to as the “curse of intelligence.” You know so much that it actually starts to hold you back.
In her view, one of the biggest hitches in deploying marketing strategies is the sheer overwhelm of options. This often leads to what she describes as “analysis paralysis.” You end up doing nothing because you’re too caught up in your head, dissecting various possibilities and scenarios. And in a world where speed to market is crucial, being stuck in this loop can be disastrous.
But there’s more to it. According to Maja, bigger companies often struggle with decision-making because it feels safer to spread the responsibility around. This might mean bringing in various consultants and team members to weigh in, which can drag out the process even further. It’s like trying to cook a meal with too many chefs in the kitchen—everyone has an opinion, but dinner never gets made.
Maja stresses the importance of creating a culture where it’s okay to make mistakes. The best teams, she says, treat failures as stepping stones to better solutions. They use a scientific approach, testing ideas, learning from missteps, and gradually getting wiser. It’s about creating a space where people feel secure enough to try new things without fear of retribution if they don’t hit the mark right away.
Key takeaway: Keep your marketing strategies simple. Don’t let knowledge become a barrier to action. Encourage a team environment where trying and failing is just part of the process, because that’s how you find what really works. This not only keeps your team moving forward but also ensures you remain agile and responsive in a competitive marketplace.
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GTM for Products That are Good but Not Great
Maja delves into the raw experiences of working in startup environments where resources are tight but ambitions run high. She shares that the perfect product is a myth that hinders more than it helps. It’s a common trap for many startups—they spend too much time polishing a product instead of getting it into the market to start learning from real customer feedback. Maja emphasizes the importance of launching early and initiating those critical feedback loops that inform successful go-to-market strategies.
In her journey, Maja has seen startups falter not just because their products were imperfect, but often because they weren’t communicating effectively with the right market segments. She recounts how targeting can make or break the initial traction of a product. Sometimes, a pivot in the target audience, whether geographic or demographic, can dramatically shift the results. Maja advocates for starting small and embracing activities that might not scale initially but can provide invaluable insights and early adopters.
For example, Maja describes a CRM startup’s approach to finding its niche. They simply posted an invite to their beta version in a large Facebook group and quickly gathered their first 100 users. This initial user base helped them understand that their product wasn’t suitable for e-commerce but was a hit with solo entrepreneurs and consultants. This clarity allowed them to tailor their messaging and product development to meet the needs of this specific group more effectively.
This startup’s journey continued as they applied and got accepted to an accelerator like Y Combinator, fueled by the traction they gained from these early, simple strategies. They didn’t have a fully fleshed-out product yet, but they were able to demonstrate substantial monthly recurring revenue from the segments that responded well to their initial offerings. This wasn’t about having a perfect product from the start—it was about moving quickly, iterating based on user feedback, and finding a market fit in unexpected places.
Key takeaway: Don’t wait for your product to be perfect. Launch early, gather user feedback, and be prepared to pivot based on what you learn. Embracing rapid iteration and being flexible in targeting can uncover the most effective path to market success. For marketers looking to future-proof their careers, cultivating the ability to adapt swiftly and learn from each initiative is invaluable.
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How to Pick the Right Channels Early On
Maja shares 7 key channels and recommends that teams should focus on picking 2-3 in the first 3-18 months rather than chasing new hot trends. The 7 are:
She explains that while every startup wants to build its own community or dominate search engine results, these are long-term investments that don’t typically pay off within the first few months. Instead, Maja suggests leveraging existing communities and platforms where your audience already exists. This could mean engaging on platforms like Upwork or tapping into niche groups on social media where you can quickly test ideas and gather feedback without the long lead times associated with building your own audience from scratch.
For instance, the scenario Maja shares in the last question where a simple post in an external Facebook group led to significant early user engagement for a beta program. This quick validation provided essential insights without the need for extensive resource investments. It’s an example of “piggybacking” on existing communities to gain traction and validate assumptions rapidly.
Maja also addresses the value of SEO and inbound strategies but cautions against expecting quick wins from these channels in the early phases of a startup’s life. She points out that while these channels are crucial, they often require time to yield results and may not be the best initial focus for startups needing immediate feedback and growth. However, she also notes exceptions where if a startup finds an undervalued niche or a timely opportunity, such as a new algorithm update on platforms like YouTube or TikTok, it could be worthwhile to invest effort there.
Key takeaway: Early-stage startups should prioritize marketing channels that allow for rapid testing and feedback over building slow-burn strategies like SEO or community building from scratch. Engaging with existing communities where your audience already exists can provide quicker insights and traction, essential for refining your product and go-to-market strategy. This approach helps ensure resources are used efficiently, keeping pace with the startup’s need for agility and quick pivots based on real user feedback.
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The Importance of Contribution Before Asking for Help from a Community
Maja offers seasoned advice for founders looking to engage online communities to gain early users and feedback. She stresses the importance of contributing value before making any asks, highlighting that the approach to these communities can significantly impact the reception and success of their endeavors. Jumping straight into a community with a request for support on a new product can be off-putting and may even backfire, as community members might see it as intrusive.
Instead, Maja recommends spending time within the community first, contributing valuable insights, comments, or posts. This groundwork not only builds credibility but also establishes a reciprocal relationship with the community members. By the time the founder is ready to introduce their product or ask for feedback, they are no longer strangers but valued contributors whose requests are more likely to be met with enthusiasm and support.
Maja also underscores the benefit of securing the endorsement of community administrators. Having an admin-approved post can lend additional credibility and visibility, helping to ensure that the message is received positively. This strategy is particularly effective because it taps into the pre-established trust between the community members and their leaders.
Her approach is grounded in the practical reality that people in communities are actively seeking valuable information and solutions, making them prime candidates for early adopters of new technologies or products. By positioning oneself as a helpful and active member first, founders can tap into these communities more effectively, turning potential users into actual customers.
Key takeaway: For startup founders looking to leverage online communities for early feedback and user acquisition, the key is to contribute first and ask later. Establishing a presence and adding value to the community before introducing your product can significantly enhance the reception of your message and improve the chances of gaining valuable early users. This strategic approach fosters goodwill and positions the founder as a credible and respectful participant, not just a self-promoter.
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A Focused Tactical Approach to Startup Marketing
Maja brings a tactical approach to startup marketing that draws parallels with military strategies, specifically the concept of concentrating firepower. This approach emphasizes the importance of focusing efforts and resources where they can make the most significant impact, especially in the early stages of a startup. She suggests that startups often have limited resources and need to make a substantial impact quickly to gain traction.
Maja advises that understanding where to direct these efforts starts with a thorough analysis of where current and prospective customers are most engaged. Whether it’s through competitive analysis or internal data, identifying these key channels is crucial. This targeted approach allows teams to allocate about 80% of their resources to the most effective strategies, ensuring that efforts are not only intense but also efficient.
She shares a compelling example from her experience selling gaming computers during a GPU shortage. By coordinating with 16 influencers to simultaneously promote their products, they created the illusion of being everywhere at once, magnifying their presence in the market. This strategy, while focused and time-bound, helped create a significant market impact and leverage influencer networks in the B2B space, which she feels is often undervalued.
Maja points out that many marketing teams focus too heavily on output metrics, such as the number of posts or blogs, which do not directly correlate with tangible results like leads or user engagement. She challenges teams to reframe their goals in terms of specific outcomes, such as acquiring a certain number of leads or expanding into new geographical markets, rather than just completing tasks.
Key takeaway: To maximize impact with limited resources, startups should focus their marketing efforts where they’ll see the most engagement and potential for growth. This involves identifying and doubling down on the most effective channels and strategies based on solid data and competitive analysis. Instead of spreading resources thin across multiple channels, a concentrated effort in the right places can lead to significant and measurable outcomes, enhancing both traction and credibility in the market.
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Why Product Market Fit is a Moving Target and How to Keep it Locked In Sight
Maja elaborates on the dynamic nature of achieving product-market fit, stressing that it is indeed a moving target that requires constant vigilance and adaptability. Her insights begin with the critical importance of establishing robust metrics and analytics to monitor how a product is performing in real-time. Knowing what to measure and how to interpret these metrics is foundational to navigating the complex landscape of market demands.
She points out that when key performance indicators, such as conversion rates, begin to falter, it’s essential to react quickly—not just react, but react appropriately. Maja cautions against knee-jerk reactions like offering discounts, which might seem like a quick fix but often do not address the underlying issues. Instead, she advises a thorough investigation to understand the root causes of these shifts—be it a new competitor disrupting the market or changes in customer preferences.
Through her experience, Maja highlights the effectiveness of directly engaging with departing customers. Exit interviews and customer feedback are invaluable for gaining insights into why customers disengage. This direct feedback loop can reveal specific shortcomings in the product or service that may not be apparent through quantitative metrics alone.
Furthermore, Maja discusses the need for readiness against broader shifts, such as technological changes, which can redefine market dynamics overnight. The key to navigating such disruptions lies not only in rapid response but in having a clear strategy for adaptation that can be implemented effectively.
Key takeaway: Achieving and maintaining product-market fit is an ongoing process that demands a proactive approach to metrics, a deep understanding of market shifts, and an open dialogue with customers. Marketers and product teams should focus on continuous iteration and learning from both data and direct customer feedback to stay aligned with evolving market needs. This approach ensures resilience and agility, enabling businesses to adapt swiftly to new challenges and opportunities in the market.
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Qualitative Research and Experimentation Principles Beyond Statistical Significance
Maja passionately discusses the value of qualitative research in early-stage go-to-market efforts, challenging the conventional emphasis on statistical significance that dominates traditional experimentation. She argues that in the initial stages of a product launch, when data is scant and the market response uncertain, smaller, more qualitative approaches can yield actionable insights that large-scale quantitative tests may not capture as effectively.
Maja calls this initial proof vs scientific proof. When you’re just starting out with a new product or service, you often don’t have the luxury of large data sets (scientific proof) or extensive customer feedback. In such scenarios, a more nimble approach (initial proof) might be more effective. For example, testing an offer with a small group of well-chosen participants—like sending a prototype to ten early users—can provide early indicators of its appeal or shortcomings, which can be invaluable.
This approach allows for rapid adjustments based on feedback from a small group whose opinions might predict broader market reactions. Maja emphasizes that finding recurring themes or concerns among a small group can often spotlight the most critical issues that need addressing. This isn’t to say that quantitative data isn’t useful, but in the nascent stages of a product’s life, qualitative feedback can be quicker and just as effective for making necessary iterations.
She describes this process as an “experimentation loop,” where initial insights gained from a small, targeted group inform broader applications and more extensive testing. This cycle continues until the product or service is refined enough to meet the broader market’s needs, at which point traditional, statistically significant testing becomes more relevant and practical.
Key takeaway: In the early stages of a product launch, leveraging qualitative research can be a more effective way to gather actionable insights than waiting for statistically significant data. This approach allows marketers to make quick, informed decisions that can significantly influence the success of their GTM strategies. For marketers looking to stay ahead, embracing a flexible, responsive approach to experimentation can help adapt offerings rapidly to meet market demands and customer needs.
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You Can’t Recycle an Old Playbook at a New Company
Startup marketing is a lot like negotiating with kids. Every kid needs a different strategy—what works for convincing Zoe to eat her stinky broccoli won’t persuade Leo to clean his damn room. Same idea, you can’t recycle an old playbook at a new company. You need to overcome biases from past experiences and always have a fresh perspective… with kids and with startups 😅
Maja argues that while intuition plays a role in marketing, it must be balanced with logical analysis and empirical evidence. This combination helps in making informed decisions that are better suited to the dynamic nature of startups. She notes that experience does aid in better decision-making but cautions against allowing personal biases and past successes to dictate future actions.
Maja addresses the challenge of overcoming ingrained biases and preconceptions within teams, particularly when venturing into unfamiliar marketing territories or channels. Her approach emphasizes the necessity of a mental reset to adopt fresh perspectives in go-to-market strategies, acknowledging that past successes may blind teams to new opportunities.
The first step in her strategy involves confronting biases directly by questioning the team’s avoidance of certain channels that competitors might be using effectively. Maja suggests framing this as a challenge: could ignoring this channel be a missed opportunity? She advocates for setting up small, manageable experiments to test these new waters without committing significant resources. This method allows teams to see potential successes from these channels firsthand, which can be a powerful motivator.
Maja employs a unique approach by likening the process to both human and animal training, where positive reinforcement plays a crucial role. By focusing on rewarding small successes rather than penalizing failures, she gradually shifts team behavior towards more openness and experimentation. This method not only eases the team into new practices but also builds a culture of innovation and continuous improvement.
Moreover, she stresses the importance of not letting potential failures turn into catastrophes. By implementing proactive damage control and maintaining a positive focus, she keeps the team’s morale high and encourages a growth mindset. This approach ensures that teams remain adaptive and responsive to feedback, crucial for navigating the ever-evolving marketing landscapes.
Key takeaway: Leaders should leverage their experiences but remain vigilant against the pitfalls of outdated practices and personal biases. To overcome biases and embrace new marketing strategies effectively, teams should adopt a mindset of experimentation and positive reinforcement. By setting up small tests and focusing on incremental successes, leaders can gradually shift traditional views and open up new avenues for growth.
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Navigating Early Customer Profiles and Martech Decisions
Maja is a big proponent of chatting with your ICP and not with your mom or your grandma for feedback… She talks about the concept of the Early Customer Profile (ECP not ICP) for your early GTM motion. Your first customers may not look exactly like your ideal customer profile – sort of a mix of GTM strategies and crossing the chasm.
We asked her about the types of marketing technology decisions needed when going after these Early Customers and how can marketers future proof their tech choices as they scale up a company.
Maja emphasizes the importance of understanding who your early adopters are and how their feedback can shape the product’s development. These initial users, often driven by a desire to explore new technologies, can provide invaluable insights, though they might not always represent the ideal customer profile that will sustain long-term business growth.
In her approach, Maja advises focusing on the mentality of early adopters within the tech and marketing communities. These individuals are typically eager to test new products and provide detailed feedback, driven by the allure of being among the first to discover potential breakthrough solutions. Their enthusiasm can be a double-edged sword: it can lead to rapid initial growth and visibility but might not necessarily translate into sustainable revenue if the product doesn’t align with the needs of a more commercially viable market.
For marketers aiming to future-proof their technology choices, Maja advocates a strategy reminiscent of tuning a vintage radio. She calls this ‘building in public,’ where product developments are openly shared on social media or within existing online communities. Much like adjusting a radio dial to find the clearest signal, this transparency helps attract early adopters whose feedback is crucial in fine-tuning the product’s direction. While this approach enhances initial engagement, it should be coupled with strategic planning to gradually transition the focus towards larger, more lucrative market segments, ensuring the product resonates on a broader scale.
Maja illustrates this with an example from a conversation with a founder who initially targeted indie developers as early adopters. While these users were crucial for initial feedback and refinement, the real financial sustainability came from pivoting to serve B2B SaaS owners. This shift was critical once monetization strategies were implemented, revealing the actual paying customer base that supported scalable business growth.
Key takeaway: Marketers must strategically manage early adopter feedback while aligning their martech and go-to-market strategies towards a broader, more profitable customer base. Future-proofing martech choices involves not just capturing the initial excitement of tech-savvy users but also planning for a transition to where the revenue potential is significantly higher. This dual focus ensures that the product evolves in response to genuine market demands, securing its place in a competitive marketplace.
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Why Willingness to Pay is Potentially Misleading
Willingness to pay is the maximum amount a customer is ready and willing to pay for your product. But there’s a lot of arguments that it’s not as straightforward or reliable as it sounds, for a few reasons:
- It’s based on self-reported data like surveys and can be unreliable… preferences can be a lot different when it’s time to actually make a purchase.
- WTP assumes that consumers make rational decisions, but that’s rarely the case… this is especially true in martech and SaaS when there’s a buying committee and a pre-existing preference and bias for certain tooling.
- WTP is often seen as a static number but really a customer’s willingness to pay can fluctuate based on a bunch of factors impacting their business.
- WTP tends to focus on individual purchases, rather than considering LTV and potential for upsells.
So we asked Maja what her take was on WTP.
Maja critiques the conventional methods of measuring this metric through surveys and theoretical data, highlighting their unreliability due to the difference between stated preferences and actual buying behavior.
Maja’s straightforward approach advocates for a more hands-on method: creating a tangible product presentation, like a PDF or PowerPoint, and attempting to pre-sell it. This method directly tests the market’s response to the product, providing immediate feedback on its value. If people are eager to pay, it indicates a strong market interest; if they hesitate, it may suggest the price is too high, or the product doesn’t meet an urgent need.
She emphasizes the dynamic nature of willingness to pay, noting that it can fluctuate based on numerous factors such as market conditions, competitor pricing, and changes within a customer’s own business. Furthermore, Maja points out the necessity of considering the lifetime value of a customer rather than just the initial purchase. This approach helps in understanding long-term profitability rather than short-term gains.
In her practice, Maja suggests setting initial prices based on a percentage of what competitors charge or the perceived value to the customer, then adjusting as more is learned from actual sales and customer feedback. This strategy is particularly useful in the go-to-market phase, where many variables are unknown, and flexibility is crucial.
Key takeaway: Rather than relying on potentially misleading survey data, marketers should engage directly with potential customers through pre-sales to test real willingness to pay. This approach not only provides more accurate pricing feedback but also helps fund early-stage development and refines the go-to-market strategy. In the early stages, simplicity in testing and adapting pricing strategies based on actual customer behavior is key to finding the right price point and understanding the full value potential of a new product.
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The Importance of Protecting Your Morning Time
Maja shares her personal strategies for maintaining happiness and success amidst her diverse roles ranging from an author and advisor to a Canine Sports Coach and rural retreat curator. Her approach focuses on starting the day right and safeguarding her mornings, which she believes sets the tone for her entire day. Maja emphasizes the importance of avoiding immediate stress, such as confronting a barrage of overnight emails, which can disrupt mental clarity. Instead, she cherishes moments of tranquility, sunlight, and purposeful beginning to her day.
In discussing balance, Maja reveals an insightful conversation with one of her mentees, which underscores a common pitfall among successful individuals: the misconception that financial success directly correlates with happiness. She argues that excessive spending or the continuous pursuit of wealth can sometimes mask deeper issues related to job satisfaction and personal fulfillment. Maja suggests finding joy in simple, often free activities, such as spending time outdoors with her dogs or enjoying a good meal, highlighting that not all rewards require financial expenditure.
Her philosophy extends beyond managing external pressures to fostering internal peace through introspection. Maja believes in reflecting on what truly matters individually, suggesting that what brings joy and satisfaction varies greatly from person to person. This introspective approach helps her align her daily activities with what genuinely enriches her life, rather than conforming to societal expectations or superficial metrics of success.
Maja also touches on the therapeutic benefits of documenting daily experiences or seeking professional guidance to navigate personal and professional challenges. She encourages a non-judgmental attitude towards oneself and advocates for identifying and pursuing what truly “makes the heart sing,” using her life as a testament to finding and maintaining balance through genuine self-awareness and deliberate choices.
Key takeaway: To remain balanced and happy in a multifaceted career, it’s crucial to protect personal time, especially in the mornings, to start each day with a clear and purposeful mindset. Embracing introspection to understand and prioritize what truly brings joy can lead to more profound satisfaction and success. Individuals are encouraged to identify their unique sources of happiness and structure their lives around these elements, ensuring a holistic approach to personal and professional fulfillment.
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Episode Recap
This episode is a playbook for startup marketers, growth advisors, early stage founders and anyone curious about go to market strategies. We untangle the most popular questions about growing early stage startups, from picking the right early channels and leveraging qualitative insights, to uncovering the limitations of willingness to pay and locking down the moving target of product market fit.
Maja underscores the beauty of simplicity in your go-to-market strategies and the importance of throwing your product out there, gathering feedback, and tweaking it as you go. We also cover how to pick marketing channels where you can test ideas and get quick feedback and this might mean putting off building out slow-burn strategies like SEO or a brand community until you’ve tested what resonates with your audience.
We discuss the give-before-you-ask approach, especially in online communities. If you show up and add value first, when it’s time to introduce your product, the reception is likely to be much warmer. This not only builds trust but also establishes you as a credible voice, not just another marketer pushing a product.
The key takeaway from our discussion is clear: Stay immersed, embrace simplicity, launch early, pick the right channels, and always contribute value before asking for anything. These strategies are straightforward but powerful and can make all the difference in a crowded market.
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Intro music by Wowa via Unminus
Cover art created with Midjourney (check out how)
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