Alexander Estner

I help early-stage SaaS founders build & execute their Go-to-market foundation to grow from €0 to €1 million ARR 🚀

3 WAYS I CAN HELP YOU 👇
1️⃣ GTM Advisory - Work 1-on-1 with me in bi-weekly GTM sprints
2️⃣ GTM Audit - Get a 360° assessment of your current GTM status quo + custom action plan
3️⃣ GTM Content - Bi-weekly newsletter +  Daily LinkedIn posts + Free GTM Library

P.S. You will find the links to all 3 in the featured section.

Among other things, I help you with:
👉 Creating your early/ideal customer profile (ICP)
👉 Working on positioning, messaging & value proposition 
👉 Choosing the right pricing for your business (pricing model, value metric & packaging)
👉 Implementing the right sales strategy (sales-led vs. product-led)
👉 Mastering 2-3 growth channels to continuously generate new deals/trials
👉 Setting up the right tech stack in sales, marketing & customer success
👉 Building your commercial teams.

Send me a DM on LinkedIn or book a free 15-minute intro call to learn more about my offering.

Startup Consultant for B2B SaaS

As a freelance startup consultant, I help early-stage B2B SaaS Startups quickly grow their business with a powerful Growth Strategy 🚀


I work on both, strategic and operational, levels and help you with the following topics.

► For Founders (Launch to Seed Stage):
- Clarify, validate and stress test your business idea
- Win first paying customers and kickstart growth for your SaaS
- Develop and implement a powerful B2B SaaS Growth strategy
- Find product-market fit and close your first funding (business angels & seed)

► For Startups (Seed to Series A Stage):
- Accelerate your growth to 5M€+ ARR
- Review or implement a powerful B2B SaaS growth strategy
- Optimization of direct & indirect growth channels
- Create a growth team mentality, track the right KPIs, and set OKRs

► For more information:
- check out my website (www.alexestner.com)
- subscribe to my FREE weekly newsletter for founders & early-stage startups (https://startupbusinesstips.substack.com/)

► Interested?
- Send me a DM on Linkedin

Your ICP must define your daily GTM work.

If it doesn’t, you’re not enforcing your ICP.
You just have one on paper.

If the ICP is real, it shows up everywhere 👇

• Hero section of your website
• Customers you choose for case studies and logo carousels
• Your LinkedIn post themes
• Upcoming blog articles
• The dropdowns in your product onboarding
• Mandatory CRM fields that define ICP fit
• Filters you use for outbound list building
• Keywords you monitor on Reddit and LinkedIn
• Industry influencers you follow
• Events and conferences you participate in
• Which features you show first in a sales demo
• The examples you use in sales calls
• The objection handling scripts you prepare
• The integrations highlighted on your homepage
• The use cases shown in product screenshots
• The pricing page structure and plan names
• The success metrics you track post-onboarding
• The landing pages you build (or don’t build)
• The partners you co-market with
• The communities you spend time in

And that’s just the obvious layer.

👉 What else is defined by your ICP?

P.S. This post is part of a short LK series: 6 most common GTM problems I see working with early-stage founders. 
Check out mrrunlocked.com for all 6 and follow for tomorrow's post.

Helping SaaS & AI founders build and execute their GTM foundation to grow from €0 to €1 million ARR with less trial and error | ‘Hands-on’ GTM Advisor👇

You’ve defined your ICP, worked on positioning + messaging.
Now it’s time to show your work to buyers.

That means updating your:
- Website
- LinkedIn profile
- Ads
- Outbound messages

…and your sales deck.

Because here’s the uncomfortable truth I've found from working with 30+ startups over the last few years:

Most B2B SaaS decks are either…
- a feature dump, or
- a random collection of slides that don’t build conviction.

But a high-converting sales deck has one job:
Tell a buyer a story they can repeat internally.

In a nutshell, your deck should walk them through:
✅ how they currently handle [use case]
✅ what breaks / why it matters (limitations + cost of doing nothing)
✅ what changes with your product (new way)
✅ what they’ll achieve (results)
✅ why they can trust you (proof + “you’re not alone”)

I put together a slide-by-slide structure + a ready-to-use template built in Pitch.

If you want it, comment “sales deck” and I’ll DM you the link.

Most founders choose their positioning anchor randomly.

They don’t decide it. They drift into it.

And that’s dangerous.

Because your primary positioning anchor determines:

→ How buyers search
→ What they compare you against
→ Who owns the budget
→ What proof you need

Here’s the simplified breakdown of the 4 primary anchors:

1️⃣ Activity Positioning
“We help you do X.”
→ You’re replacing manual workflows
→ No category exists
→ Goal: Create awareness

2️⃣ Use Case Positioning
“We help you do X without Y.”
→ You’re fixing broken workflows
→ Category is emerging
→ Goal: Own the use case

3️⃣ Product Category Positioning
“We are a X.”
→ Buyers already compare vendors
→ Clear budget line exists
→ Goal: Win comparisons

4️⃣ Competitive Alternative Positioning
“We’re a [Leader] alternative.”
→ Market leader dominates
→ Budget already allocated
→ Goal: Steal demand

The mistake I see?

Founders choose Category positioning...
...when there is no defined category. So they invent 'new categories'.

Or they try Competitive positioning…
…without a strong enough wedge.

Positioning must match buyer awareness and market maturity.

Quick test:

When buyers evaluate you, are they:

A) Comparing vendors and search for specific categories?
B) Comparing you to a specific leader?
C) Describing what they want to achieve, even if they don’t know what type of software solves it?

Your answer tells you your anchor.

If you want the full guide (incl. the decision tree + worksheet), comment “positioning” and I’ll send it over.

---
P.S. Follow Anthony Pierri, Rob Kaminski, and April Dunford to dive deeper into positioning.

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Digital Nudging: User Experience positiv beeinflussen

Climate Change, Risks and Challenges

Digital Advertising

The Complete Digital Marketing Course

'Hands-on’ GTM Advisor || I help SaaS founders build & execute their Go-to-market and go from €0 to €1 million ARR with less trial & error || Join 4000+ SaaS leaders & get my free SaaS GTM tactics in your inbox👇

I help early-stage SaaS founders build & execute their Go-to-market and quickly go from €0 to €1 million ARR 🚀

3 WAYS I CAN HELP YOU
1️⃣ GTM advisory - Work with me 1-on-1 in weekly or bi-weekly deep-dive working sessions to build and execute your powerful GTM strategy.
2️⃣ List of 90+ actionable SaaS Growth Tactics and Free SaaS Growth Strategy Worksheet (Links are in the Highlight section).
3️⃣ Free actionable SaaS growth tips: Daily on LinkedIn and bi-weekly in my newsletter (read by 2300+ SaaS leaders)

Bonus: Sponsor my newsletter & reach 2300+ early-stage SaaS founders/leaders/decision makers.

Among other things, I help you with:
- Creating your ideal customer profile (ICP)
- Working on positioning, messaging & value proposition 
- Choosing the right pricing for your business (pricing model, value metric & packaging)
- Implementing the right sales strategy (sales-led vs. product-led)
- Mastering 2-3 growth channels to continuously generate new deals or/and trials
- Setting up the right tech stack in sales, marketing & customer success
- Building your commercial teams.

Send me a DM on Linkedin or book a free 15min virtual coffee to learn more about my offering.

------------
ABOUT ME:

Hi, I'm Alexander Estner - but please just call me Alex.

I'm based in Munich, Germany 🇩🇪 and I've spent my whole career in the startup environment with now more than 10 years of experience in SaaS and marketplaces from being the first commercial employee of a fast-growing SaaS-enabled-marketplace to being a Co-founder of a SaaS startup and now supporting other early-stage founders on their journey from pre-revenue to the first €1 million ARR.

Over the last 2 years, I've helped 25+ SaaS companies grow their business faster with a powerful GTM strategy - as a growth advisor, consultant, or interim manager.

What I care about: 

- Brainstorming new business ideas 💡
- Sustainability, healthy food, and barista coffee ☕.
- Traveling, well-being, and all kinds of sports like skiing, beach volleyball, yoga, and fitness 🧘‍♂️
- Books & podcasts about startups, leadership, personal development, & positive mindset 📚

------------
💡 Currently getting inspired for a new startup

Go-to-market in 2024 is tough.

My best SaaS GTM Guides help you master GTM in 2024.

1️⃣ The Ultimate Ideal Customer Profile Framework
2️⃣ The Ultimate SaaS Messaging Framework
3️⃣ High-converting SaaS Homepage template
4️⃣ The perfect Sales Deck template
5️⃣ The Ultimate SaaS Pricing Guide
6️⃣ The Best Outbound Tech Stack for SaaS
7️⃣ The Ultimate Content Marketing Guide for SaaS

The 7 Best SaaS GTM Guides 2024

The free Workbook helped 3000+ SaaS leaders build their SaaS GTM Strategy.

The Ultimate SaaS GTM Strategy Workbook [Free]

Grow faster from 0€ to 3€ million ARR with 100+ actionable & proven SaaS Growth Tactics (helped 200+ SaaS leaders)

100+ actionable SaaS growth tactics

Get weekly 3 actionable SaaS GTM strategies and tactics to grow your B2B SaaS business from €0 to €1 million ARR 🚀.

MRR Unlocked 🚀 | Alexander Estner | Substack

RevGenius is a group of revenue-generating sales and marketing professionals brought together to learn, share, support, and grow with each other. You can consider us your alt work family!

The Mentoring Club is a pro bono platform where mentors and mentees meet and can schedule mentoring sessions. You can schedule a free mentoring session with me here: https://www.mentoring-club.com/the-mentors/alexander-estner

When I work with AI & SaaS founders, the GTM problem is rarely obvious at first.

On the surface, things look “busy”:
– Content is going out
– Demos are happening
– Tools are in place
– Pipeline exists

But momentum is missing.

When I audit the GTM, it almost always comes down to the same 6 things 👇

1️⃣ ICP exists, but isn’t enforced in decisions
2️⃣ Buyers don’t know what to compare the product against
3️⃣ Demos are feature tours, not a structured narrative
4️⃣ Every deal follows a different sales process
5️⃣ Website, decks, and case studies sound like everyone else
6️⃣ Content is vague and generic

None of this is a “talent” problem.
And it’s rarely a “more effort” problem.

It’s a foundation problem.

How we usually fix it:
– Make the ICP operational (not just a doc)
– Define positioning (what do we replace, how are we different)
– Design a demo structure that guides buyers, not just shows features
– Lock a default sales process with clear next steps
– Align assets around one positioning story

Especially in AI & SaaS, this matters.

Foundations first.
Everything else compounds on top of that.

👉 This post is part of a short LK series: 6 most common GTM problems I see working with early-stage founders. 
Check out mrrunlocked.com for all 6 and follow for tomorrow's post.

Your positioning statement gives your entire team clarity on why you exist.

When it’s missing, you see it immediately:

• Marketing talks about features
• Sales talks about benefits
• Product talks about roadmap
• Founders talk about vision

But no one tells the same story.

A real positioning statement answers:

• Who is your ICP?
• What core problem do they face?
• How do they solve it today?
• What limitations does that create?
• What did you build instead?
• Why are you meaningfully different?

Strong positioning is structured reasoning.

If your team can’t clearly articulate:

• Why you exist
• Why current solutions fall short
• Why you win

Your messaging will always feel inconsistent.

Below you find 4 templates for the different positioning anchors.

👇 Comment your positioning statement below. I will give feedback to every single one.

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When I review early-stage GTM setups, I often see:

– 4 channels running “a bit”
– Positioning that tries to do everything
– No anti-ICP
– Demo calls that are product tours
– CRM data that no one reviews

And when things are not moving, founders ask:

“Should we try more channels?”
“Should we pivot positioning?”
“Should we hire outbound?”

Most of the time, it's not about doing more.
It's about focus and clarity on the foundation.

So before adding anything new, fix what's already there.

Here are 10 GTM fixes you can ship this week 👇

• Define your ICP + Anti-ICP in 5 bullets
• Pick ONE positioning anchor (category OR use case)
• Kill one weak channel
• Add proper attribution (“How did you hear about us?”)
• Push your best case studies everywhere
• Make your LinkedIn profile crystal clear
• Systematize referrals
• Track lost reasons (mandatory field)
• Define when a deal opens & closes
• Review your last 3 demos critically

Choose 2 for your next week.

👇 What's on your list?

If you can’t explain what you do in one sentence...

Your buyers won’t understand it either.

Here are the 4 clean templates 👇

1️⃣ Activity Positioning

Template:
We help [ICP] [manual activity they currently do] so they can [outcome].

Example:
We help B2B SaaS founders track all their customer information in one place so they never lose deal context.

2️⃣ Use Case Positioning

Template:
We help [ICP] [clear job-to-be-done] without [limitations of the status quo].

Example:
We help B2B SaaS founders manage their prospects without juggling spreadsheets and scattered notes.

3️⃣ Product Category Positioning

Template:
We are a [product category] for [ICP].
We are a [product category] with [unique differentiator].

Example:
We are a CRM software for early-stage SaaS founders.
We are a lightweight CRM built for startups.

4️⃣ Competitive Alternative Positioning

Template:
We are a [product category] alternative to [leader] built for [ICP] with [unique differentiator].

Example:
We are a CRM alternative to HubSpot built for early-stage SaaS founders with simpler setup.

👇 Let's drop yours in the comments.

P.S. If you want the full positioning guide + worksheet, send me a DM and I will send it over.

Whenever I start working with a new founder, I don’t start with tactics.

No growth hacks.
No outbound playbooks.
No content strategy.

Instead, I ask questions.

Because after working with 30+ SaaS startups, I’ve learned something:

Most growth problems are actually clarity problems.

Here are a few of the questions I ask early on.

Customers & ICP

• Who specifically is your product built for today?
• Who are your best-fit customers?
• Who should you not target right now?
• What triggers someone to start looking for a solution like yours?

Positioning

• What is your primary positioning anchor?
• What alternatives are customers using today?
• What makes you meaningfully different?

Messaging

• What’s the core message on your homepage hero?
• What objections do you hear all the time?
• What proof do you communicate?

GTM Execution

• What stage of GTM are you currently in?
• What is your primary acquisition channel?
• What sales motion fits your product best?

If founders struggle to answer several of these questions clearly...

We don’t optimize tactics.

We fix the GTM foundation first.

Because once the foundation becomes clear:

• messaging improves
• sales conversations get easier
• pipeline quality increases

GTM suddenly feels much simpler.

Curious:
Which of these questions would be hardest for you to answer today?

---
On Sunday, I published a new newsletter episode on mrrunlocked.com where we deep dive into all 17 questions.

If buyers don’t know what to compare you against, fix this first 👇

1. Decide your anchor

Category positioning (default)
Use-case positioning (if no category exists)

2. Write one clear sentence

We’re a [category] for [use case + ICP]

If you can’t say this cleanly, nothing downstream will work.

3. Name the real alternative you replace today
Not your dream competitor.

The status quo:
-Excel
-Manual workflows
-Agencies
-Internal hacks

4. Define 2–3 competitive buckets

-Status quo
-Incumbents
-Direct competitors

5. Differentiate with sharp contrasts

- Unlike incumbent tools, we...
-Unlike point solutions, we...
-Unlike the status quo, we…

This is GTM foundation work.
Get this wrong and everything slows down:
website, sales, outbound, demos, pricing.

Get it right, and buyers finally know:
“Ah, this is what I should compare you against.”

👉 What's part of your positioning?

P.S. This post is part of a short LK series: 6 most common GTM problems I see working with early-stage founders. 
Check out mrrunlocked.com for all 6 and follow for tomorrow's post.

Most founders don’t have a product problem.
They have a positioning problem.
Last month I had 8 intro calls.

More than half needed 3+ minutes to explain what they’re building.
If I can’t repeat it back in 30 seconds, your buyers won’t either.

So here’s the simple 3-step framework I use with early-stage SaaS founders:

Step 1: Choose your Primary Anchor (What are you?)

When buyers ask:
“What is your product?”

You must answer in one sentence.

You have 4 options:

1️⃣ Activity Positioning
“We help you do X”

2️⃣ Use Case Positioning
“We help you do X without Y”

3️⃣ Product Category Positioning
“We are a X”

4️⃣ Competitive Alternative
“We are a [Leader] alternative”

Choose based on how buyers think today, not how you want them to think.

Step 2: Add a Secondary Anchor (Why you?)

Inside that primary anchor, differentiate:

• Niche down
• Low-cost
• Premium
• Unique attribute
• Lite version

Max 2. Not 5.

Step 3: Combine both into a clear statement

Strong positioning =
Primary Anchor + Secondary Anchor

Example:

(Product Category + Lite + Niche)
“We are a lightweight CRM built for startups.”

Positioning is a bet.
But no positioning is worse than wrong positioning.

If I asked you right now:
“What are you?”

Could you answer in one sentence without rambling?

P.S. I've launched my new positioning guide on mrrunlocked.com You will find the link in the comments.

One GTM problem that keeps repeating:

The GTM assets don’t reflect the 'internal strategy'.

I often review a team’s ICP, positioning, and messaging docs and think:
“This is actually very good.”

Then I look at:

- the website
-the sales deck
-the demos
- the LinkedIn profiles
- the outbound messages

...and the clarity disappears.

What this looks like in practice:

--> ICP and messaging frameworks live in Notion or Miro only
--> Sales decks are 80% product features
--> Homepage copy is fuzzy or overly technical
--> LinkedIn profiles don’t explain what the product is and for whom
--> No clear callout of ICP, category, or status quo problem
--> Strong insights exist, but prospects never see them

This is painful because the thinking is usually solid.

It’s not a strategy problem.
It’s a translation problem.

👇 What's your take?

P.S. This post is part of a short LK series: 6 most common GTM problems I see working with early-stage founders. 
Check out mrrunlocked.com for all 6 and follow for tomorrow's post.

Most startups waste time on growth channels before they’ve even tightened the basics.

Here’s a simple rule: Before adding anything new, fix 2 things you already have. 

Here are 10 quick fixes you can ship this week:

✔ Write your ICP + Anti-ICP in 5 bullets
✔ Choose one positioning anchor
--> product category OR use case. Don’t mix.
✔ Pause your weakest channel
✔ Add "how did you hear about us?" in your signup & demo flow.
✔ Share your best case studies everywhere.
✔ Revamp your LinkedIn profile for ICP clarity
✔ Ask your customers for referrals/warm intros.
✔ Track lost reasons in CRM (mandatory) + review weekly.
✔ Set hard rules for when to open/close deals.
✔ Coach yourself: Review your last 3 demo calls

None of these requires a strategy or expensive experiments.
They just reduce noise, clarify motion, and accelerate pipeline.

Start by simplifying what you already do. Then expand.

👇 What’s that for you?

P.S. For me, long hikes are where most of my GTM simplifications happen.
Distance creates clarity.

Most founders think positioning is about being clever.

It’s not.

It’s about clarity and choosing the right anchor.

There are only 4 real types of positioning in B2B SaaS:
(credits to Anthony Pierri  and Rob Kaminski )

1️⃣ Activity Positioning

“We help you do X.”

You frame your product around a manual activity.

Example (Scheduling):
“Send emails back and forth to find a time.”

You’re replacing spreadsheets, Slack, email.

Best when:
• Market is early
• No clear software category exists
• Buyers still do it manually

GTM goal: Create awareness.

2️⃣ Use Case Positioning

“We help you do X without Y.”

You anchor around a clear job-to-be-done.

Example (Product Analytics):
“Understand how users behave inside your product.”

Buyers know the problem.
They may not think in category terms yet.

GTM goal: Own the use case.

3️⃣ Product Category Positioning

“We are a X.”

Example:
CRM software
Scheduling software
Product Analytics software

Buyers:
• Google the category
• Compare vendors
• Check G2

GTM goal: Win comparisons.

4️⃣ Competitive Alternative Positioning

“We are a [Leader] alternative.”

Example:
HubSpot alternative
Calendly alternative
Mixpanel alternative

Best when:
• A dominant leader exists
• Budget already exists
• You have a strong wedge

GTM goal: Steal demand.

Important:

The same product can be positioned in all 4 ways.
But only ONE anchor should lead your narrative.

Choose based on:

→ Buyer awareness
→ Market maturity
→ What they compare you against

Not based on what sounds cooler.

If you want the full positioning framework + worksheet, head over to mrrunlocked.com

B2B Homepage Positioning // I play 🎸 in the band Good Hangs

Co-Founder @ Fletch | Positioning & Messaging for B2B Startups

Quick test: Can you answer these 4 ICP questions?

Most GTM problems actually start with a bad ICP.

You rarely struggle with tactics.
You struggle with who you should actually target.

Many teams define their ICP like this:

❌ “Mid-sized companies”
❌ “HR teams”
❌ “Any company that wants to automate X”

Which usually means...
the ICP is still too broad.

Before optimizing messaging, content, or outbound, I ask founders four simple questions:

1️⃣ Who specifically is your product built for today?
Not your TAM.

Your actual ICP.

Can you clearly define it with 4–6 attributes like:

• firmographics
• technographics
• persona attributes
• use case

Early-stage startups usually need one segment and one use case.

2️⃣ Who are your best-fit customers?

Look at your existing customers.

Who has:

• the highest usage
• the lowest churn
• the fastest sales cycle

These signals often reveal your real ICP.

3️⃣ What type of customers should you not target right now?

Define your Anti-ICP.

Companies that:

• don’t value your product
• don’t have the pain you solve
• don’t fit strategically

GTM becomes repeatable once you narrow your focus.

4️⃣ What triggers someone to start looking for a solution like yours?

Every purchase has a trigger.

For example:

• a new hire
• a new regulation
• a broken tech stack

Understanding this moment is critical for messaging and demand generation.

Can you answer these four questions today?

Writing blog posts and LinkedIn posts, but still 0 Inbounds.

I call it: "Content is done, but without a strategy"

I mean, the content isn’t designed to support real sales conversations or capture existing demand. 

This usually means teams are creating a lot of TOFU blog posts and random LinkedIn posts.

Results are usually 0 Inbounds.

What this looks like in practice:

- Random LinkedIn posts (or disconnected from ICP pain points)
- No repeatable content format (every post is a different topic)
- No Inbound generating lead magnet
- TOFU blog posts that don’t attract buyers
- Content optimized for likes, not ICP engagements
- No measurement of pipeline influence

How to fix:

- Prioritize BOFU content
alternatives, comparisons, “best X for Y”, use-case pages

- Focus early on the 5% of buyers who are already *in the market*

- Build a content map based on ICP questions by awareness stage
from problem-unaware → problem aware —> solution aware —> product (category) aware —> purchase-decision

- Build a high-performing lead magnet

- Turn real sales objections into posts and articles

- Record customer calls and use insights for your content roadmap (objections, pains, desired outcomes...)

- Measure content by meetings influenced, not impressions
e.g. via self-reported attribution (How did you hear about us?)

👉 What's missing? 

P.S. This post is part of a short LK series: 6 most common GTM problems I see working with early-stage founders. 
Check out the other 5 on mrrunlocked.com and follow for tomorrows post.

graphical user interface, text, application

Whenever I ask founders to walk me through their sales process, this is where it breaks.

Sales is a set of calls, but not a designed journey.
They don’t guide prospects through a set of clearly defined steps.
 So they can’t describe what should happen after each step.

What this looks like in practice:

- Buyers decide on next steps at the end of the call
- 10 demos, 10 different next steps 'agreed'
- Unclear what the goal of each call is
- Deals are created without a clear definition
- Trials are offered without commitment or success criteria
- Deals stall because the next steps were never designed

The root cause. No 'designed' process. 
Meaning no repeatability.

And as it's not repeatable, it's also hard to measure and optimize.

So here's my recommendation: How to fix:

- Define a simple, explicit sales process 
 e.g., Disco → Demo → Trial/Pilot → Close
- Assign a clear goal and exit criteria to each stage
- Define when a trial is “earned” (qualification threshold)
- Create standard follow-ups for each stage (post-demo, trial kickoff, recap)
- Enforce pipeline hygiene: every deal needs a next step and a close date

Ofc, if you're advanced, implement a methodology like SPICED, SPIN, or MEDDIC.

👉 This post is part of a short LK series: 6 most common GTM problems I see working with early-stage founders. 
Check out the other 5 on mrrunlocked.com and follow for tomorrows post.

Most SaaS/AI positioning fails for one simple reason:

Buyers don’t know what you are.

So they also don't know what you replace.
They can't mentally classify you.

So your differentiation becomes useless.

When that happens:

• your messaging feels vague
• demos take too long to explain
• sales conversations become harder

So before improving messaging, I ask founders three positioning questions.

1️⃣ What is your primary positioning anchor?

How should buyers mentally classify your product?

Product category = CRM
Use case = We help you do X

2️⃣ What alternatives are customers using today?

Spreadsheets.
Manual processes.
Internal tools.
Other SaaS products/categories.

Every product replaces something.

3️⃣ What makes you meaningfully different?

Your differentiation needs to be:

clear, believable, and relevant.

Quick check: Could a new visitor understand what your product is in <30 seconds?

Most founders choose their positioning anchor based on opinion.

Here’s a better way:

Choose your primary anchor based on how buyers think today, not how you want them to think.

No strategy debates.
No branding workshops.
Just yes / no.

Use this simple decision tree 👇

Step 0: Leader Dominance Test (Check First)

Q0: Is there a dominant, well-known market leader that:

- Almost every buyer already knows?
- Owns most of the category mindshare?
- Is frequently referenced in conversations?
- Is the default comparison point?

If yes, and you have a clear wedge:
→ Consider Competitive Alternative Positioning

If no, continue below.
(If you choose Competitive Alternative, still validate Category Awareness below.)

Step 1: Category Awareness Test

Q1: When buyers start evaluating solutions, do they:

- Google a specific software category?
- Compare vendors on G2 or Capterra?
- Ask for demos of multiple vendors in the same category?

Examples:

- CRM software
- Scheduling software
- Product analytics software

If buyers already think in category terms:
✅ Yes → Product Category Positioning
❌ No → Go to Step 2

Step 2: Problem Articulation Test

Q2: Can buyers clearly describe what they want to achieve, even if they don’t know what type of software solves it?

Examples:

- “We need to schedule interviews faster.”
- “We need better onboarding walkthroughs.”
- “We need to coordinate approvals more easily.”

If they articulate the job, but not the category:
✅ Yes → Use Case Positioning
❌ No → Go to Step 3

Step 3: Manual Behavior Test

Q3: Is the dominant solution still manual? When you talk to potential customers, do most of them say:

- “We just use spreadsheets.”
- “We handle this in Slack/email.”
- “We don’t really have a tool for this.”

If yes:
✅ Activity Positioning
If no → Re-evaluate your market understanding.

That’s it.
Answer top to bottom.

If you want the full guide + worksheet, send me a DM and I will send it over

One thing I’ve learned working with 30+ early-stage SaaS founders:

Positioning debates don’t end after choosing the anchor.

That’s just the beginning.

Because you can choose the “right” anchor...

...and still lose buyers with the wrong level of specificity.

Here’s what I see all the time.

Founders avoid competition by inventing new categories.

“We’re a Revenue Intelligence platform.”
“We’re a Workflow Orchestration Engine.”

Sounds strategic.

But buyers don’t think that way.

Or they go too high-level on the use case:

“We help companies increase revenue.”
“We improve productivity.”

Technically true.
Practically useless.

Buyers don’t buy “increase revenue.”

They buy:

• Manage pipeline
• Schedule meetings
• Guide onboarding
• Understand user behavior

Clear jobs. Clear boxes.

The opposite mistake also happens:

Founders get so feature-driven that their positioning sounds like a Jira ticket.
That’s too narrow.

Strong positioning lives in the tension between:

Too vague → confusing
Too specific → limiting

When we fix positioning specificity in my GTM audit, something interesting happens:

• The homepage headline gets simpler
• Sales calls get shorter
• Prospects “get it” faster

Positioning isn’t about sounding sophisticated.

It’s about being understood.

If you want me to get your positioning right, send me a DM. I have 1 free spot available starting in April.

Last weekend my wife and I escaped to the Alps for a few days.
One of the first sunny spring weekends after a long winter.

Hiking, fresh air, no Slack notifications. 
Just mountains.

And somewhere between the trails and the views, I realized something again that I tend to forget during busy weeks.

I need these breaks.

Every few weeks.

Being a solopreneur means wearing a lot of hats.
And working very hands-on with founders on their GTM means being fully present, focused, and sharp.

Right now I’m working closely with 6 startups.
Positioning, messaging, content, outbound, go-to-market foundations.

Work I genuinely love.
But it also requires a lot of energy and attention.

These few days in the mountains reminded me that recharging isn’t a luxury.

It’s part of doing great work.

So one of my big focuses for 2026 is simple:
Finding the right balance between deep work and quality time.

Time with family.
Time with friends.
Time away from screens.

Because the goal isn’t just building a business.
It’s building a life that actually feels good to live.

That's the real challenge of solopreneurship.

Marcos Rivera

Most B2B SaaS leaders build value.
But forget to capture it.

Let me guess:

- You’re guessing your price
- You’re losing revenue
- Scaling feels stuck

What if pricing could drive growth?

Here’s what I help you do:

→ Capture more value
→ Make pricing your edge
→ Build pricing confidence

Why should you trust me?

- 25+ years in tech pricing
- Ex–Head of Pricing at Vista Equity
- Priced 400+ SaaS products
- Author of *Street Pricing*
- Trusted by MBAs and SaaS CEOs

Beyond coaching, 

I’m an:

→ Investor 
→ Speaker
→ Entrepreneur 

passionate about helping businesses unlock their full revenue potential.

Ready to take control of your most powerful growth lever—pricing?

Checkout my featured section.

Founder and CEO

We help growth-stage B2B SaaS companies design the right pricing model to scale up

Ready to shift your pricing from guesswork to framework?

For the first time in my career, I lowered our growth forecast.

A few weeks into 2026, and I made a decision that felt counterintuitive: we're going to grow less this year. On purpose.

Here's my thinking.

I've been watching F1 lately, there's a scene in the new movie where Brad Pitt tells the pit crew: "Slow is smooth, and smooth is fast."

That line stuck with me.

What got us to 25 people and on the way to $10M bootstrapped isn't going to get us to the next stage. 

We're about to launch our first product. 
We're shifting from pure services to technology-enabled transformation.

That's a pivot. And you can't pivot at full speed.
The sports analogy holds up everywhere. 
Tennis, basketball, skiing, you have to slow down before you change direction. 

Get your balance underneath you. 
Build momentum. 
Then move.

Business is no different.

Here's what slowing down actually looks like for us:
→ Keeping quality at 98% satisfaction instead of chasing volume.
→ Reducing the number of engagement types. Fewer SKUs, less variability.
→ Saying no to projects that don't fit the middle of our fairway, even when the money's good.

Why? Because it's way harder to recover from a quality drop than a revenue dip. 
One bad quarter of delivery can undo years of reputation.

If you're considering a similar move, here's my framework:

1/ Identify the pivot. 
2/ Reduce variability first. 
3/ Protect what got you here. 
4/ Get alignment before you announce. 

The target is lower now. 
Less ambitious. 
But it's more achievable, and it sets us up for what's actually coming.

Sometimes slowing down is the most aggressive move you can make.

What's a decision you've made that felt counterintuitive but turned out right?

CEO of Pricing I/O • Award-Winning Author • Sought after Slayer of Bad Pricing

Everyone told me I was crazy to leave.

High-paying role at a PE firm. 
Direct access to a billionaire's inner circle. 
I was flying to portfolio companies on 24 hours notice, promising boards 18% revenue increase, and delivering.

But I was hitting airline status in two months flat, with a 4-year-old at home and a daughter on the way.

So I walked away and started Pricing I/O with a credit card and my savings.

That was the beginning. 

We're 25 people now, approaching $10M, and I still get a little stunned when I see how many seats we fill at team get-togethers.

I sat down with Mark Osborne, MBA, CEPA® on the B2B Growth Blueprint podcast and got into the full journey—the leap, how we actually scaled, and the leadership framework I use to run the business today.

Watch the full conversation:
→ https://skd.so/kPle2t

Most SaaS companies are pricing blind.

They copy competitors who are also guessing. 

They slap "AI-powered" on the pricing page and hope it justifies a premium. 

They build credit systems because everyone else is doing it, without understanding why credits work for Audible but might destroy their business.

And then they wonder why sales cycles drag, why customers push back on renewals, why the board keeps asking uncomfortable questions about unit economics.

We all have seen this pattern. Right?

→ The CEO who approved a "usage-based transformation" only to watch churn spike 40% because customers couldn't predict their bills.

→ The VP of Product who spent 6 months building an AI feature, then gave it away for free because nobody knew how to price it.

→ The founder who copied HubSpot's model without realizing HubSpot has 15 years of pricing iteration behind every decision.

Here's what I've learned: pricing isn't a simple math problem. 
It's a strategy problem disguised as a spreadsheet.

Is to understand the psychology behind why customers say yes, and structure their pricing to remove friction, not add complexity.

That's why I built this playbook.

A single page with the frameworks we actually use when we're in the trenches with B2B SaaS clients.

It's dense, but I can send you the high-res version. 
Comment "playbook" ↓

Today Satya Nadella leads a $3 trillion company with 228,000 employees.
But when he took over in 2014, Microsoft was stuck.

Losing mobile. 
Windows-obsessed. 
Falling behind Amazon in cloud. 
→ Market cap at $300 billion while competitors lapped them.

Most people expected a safe, incremental CEO.
Instead, Satya rewired the culture without burning it down.

Killed the stack-ranking system that turned teams against each other. 

Replaced "know-it-all" with "learn-it-all." 
Bet everything on cloud when Azure was still a distant second to AWS.

That bet alone now generates $75B+ in annual revenue.

But what I admire most isn't the strategy.

Technical depth. Emotional intelligence. Business instinct. 
Most leaders I've worked with have one, maybe two. Satya has all three, and deploys them quietly.

No theatrics. No ego. 
Just calm, steady decisions at a scale most of us can't comprehend.

He turned a legacy software company into the world's second-most valuable business by doing what every great leader must: read the room, commit to the shift, and bring the whole organization with you.

That last part, bringing people with you, is the hardest part of any transformation. Pricing, product, culture, doesn't matter.

I've seen it across hundreds of companies. 
The team leading the change matters more than the change itself.

A decade of selling B2B SaaS to PE firms teaches you something most pricing strategists never learn firsthand.

James joined us as a Pricing Strategist after years on the other side of the table.

If you've ever sold to PE, you know, they understand value as well as anyone, and they're ruthless about ROI.

That experience shaped how James thinks about pricing: always tie it back to quantifiable business outcomes. Never be vague about value drivers. Surface the trade-offs so clients can make better decisions, not just hear what they want to hear.

That mindset is exactly why we wanted him here.

What surprised him most about joining?
"We're a lean organization that punches well above its weight. Everyone on the team is incredibly sharp and moves fast."

He also mentioned being staffed on two client projects in his first week. That's not an accident, it's a vote of confidence in what a sales background brings to strategy work.

His mindset says it all.
Sales and product team alignment is the most crucial step in executing any pricing strategy.

Simple. True. And something most companies underestimate until it's too late.

Oh, and his karaoke song is "Escape (The Piña Colada Song)."

Make of that what you will.

Glad to have you on the team, James.

"Claude, let's code this SaaS, try not to hallucinate this time."

Honestly? We're getting there.

Recently we watched founders spin up products in weeks that used to take engineering teams 18 months.

→ Claude writes the code
→ Cursor ships the features
→ Bolt scaffolds the whole thing

But then the product is live, and someone asks: 
"What do we charge for this?"

That's where the vibe coding stops.
Because pricing isn't a code problem.

It's a "which metric scales with their success" problem.
It's a "what does your customer actually value" problem.
It's a "what does your board need this to say about your business" problem.

I've worked with 400+ SaaS companies. 
I've never seen a model spit out the right answer to those questions.

Not because AI isn't smart enough.

Because the answer lives in your customers, your data, your market, and someone who's seen enough patterns to know the difference between a pricing model and a pricing strategy.

That's still a human job.

If the pricing conversation is already giving you a headache, that's exactly what we do at Pricing I/O.

Let's talk.

$285 billion wiped from software stocks in 48 hours.
The reason? Investors finally realized what we've been saying for 2 years, per-seat pricing breaks when AI agents replace human users.

Salesforce lost 7% in a day. ServiceNow, Adobe, Workday, all hit.

But here's what's wild: most SaaS companies I talk to are STILL running per-seat models with zero backup plan.

The "SaaSpocalypse" wasn't a surprise. 
It was a pricing model catching up with reality.

If your revenue model depends on headcount growth, and AI is shrinking headcount, and just like that: you have a monetization crisis.

"Rapid pricing experimentation" is dangerous advice.

I keep seeing the same pitch from billing platforms and entitlement tools: configure your pricing, launch a test, learn fast, iterate, repeat.

Sounds great in theory.

If you're selling a $9/month product to 100,000 users? Sure. 

Test away. Change that $9 to $9.99 and see what happens. 
You've got statistical significance and low stakes.

But if you're negotiating a $150K deal with a CFO at a Fortune 500?

→ Try explaining that your quote from last week was "just a test."
→ Try telling your sales reps that pricing changed again—third time this quarter.
→ Try building credibility when the prospect remembers seeing different prices six months ago.

Expertise over experimentation. 
That's my stance.

I'm not against testing. 
Testing is essential. 

But blind, rapid iteration creates more problems than it solves: internal confusion, external credibility risk, sales teams who don't know what to sell, and customers who don't know what to trust.

The answer isn't more speed. 
It's more intention.

Informed. Measured. Deliberate.

If your team is about to make a pricing decision too fast, that's exactly what we work through at Pricing I/O. Drop a comment or DM me.

Most SaaS companies blame product for churn.
But the data usually points somewhere else: pricing.

3 steps. 10 minutes. 
You'll know if churn is pricing-driven or product-driven.

Segment by cohort. Compare NRR vs. LTV. 
Read churn surveys for the real signals.

If customers say "can't justify cost", that's not a product problem.

2026 is the year the pack separates.
Not with a dramatic crash, more of a slow exposure.

On one side: companies that are deliberate about AI integration, honest about their metrics, and strategic about pricing.

On the other: the copycats. The aimless AI adopters. The ones chasing "Wishful Thinking ARR" with creative revenue definitions and 50x valuations.

The fallout we expected in 2025? 
I think it shows up in 2026. 

Here's why:
→ AI scrutiny goes up (budgets need justification now)
→ Differentiation pressure increases (the checkbox AI gets exposed)
→ Companies under pressure make desperate pricing moves

And here's the opportunity: the smart operators will start picking up technology AND talent from the companies that couldn't adapt.

Acqui-hiring in 2026 is going to be massive.

The question is: which side of the separation are you building for?

The best pricing leaders are readers.
And these are the 12 books every SaaS pricing expert should read.

Save this one to read later ↓

→ Month 1:
Monetizing Innovation
The Pricing Roadmap

→ Month 2:
Street Pricing
Blue Ocean Strategy

→ Month 3:
The Cold Start Problem
Hooked

→ Month 4:
The Go-To Market Handbook
The Lean Startup

→ Month 5:
Influence
Predictably Irrational

→ Month 6:
The Art of Pricing
The Subscription Boom

If you want to go deeper than books, this is what we work on every day at Pricing I/O.
Drop a DM and let's talk.

After working with 400+ SaaS companies, I see three types when it comes to AI integration, and only one of them survives the next 2 years.

Most companies say they're using AI.
Very few can explain why.

The difference isn't budget. It's not talent either.
It's whether AI is a checkbox or a strategy.

Some companies know exactly where AI fits in their pricing, packaging, and go-to-market. 

They've mapped the ROI. 
They've planned the process change.

Others bolted AI onto a roadmap with no monetization strategy behind it, and their boards are starting to notice.

Where does your company fall on this spectrum?

I almost lost myself to AI news last year.
Every day there was something new. 

OpenAI did this. Anthropic launched that. Google's catching up. Startups raising at 50x revenue.

I was reading everything. 
Trying to understand every perspective. 
Watching every announcement.

And then I noticed something: 
I was paying less attention to my team.

The conversations were shorter. 
The check-ins were surface-level. 

I was physically present but mentally somewhere else, chasing the next headline, the next hot take, the next "you need to know this" thread.

FOMO was pulling me away from the work that actually matters.

Here's what I've been obsessing over instead: clarity.

Not mission statements. Not OKRs. 
Actual clarity, where your team can articulate what they're doing, why they're doing it, and how it connects to where you're going.

It sounds simple. 
It's brutally hard.

I've started asking my direct reports one question:
"Do you understand what we're doing and why?"

If they have a different point of view, I want to hear it. 
If they're confused, I need to know. 

A 10-second answer tells me everything: 
"Yes, I get it, I think we're going the right direction." 

Great. But more often, that question opens a door to something I was missing.

Here's my test:
→ If you have 5 direct reports and all 5 say the same thing about your direction—high five, you're leading well.
→ If all 5 have completely different views of what you're trying to do? That's not a them problem. That's a you problem.

People can feel when you're paying attention. 
They can also feel when you're not.

Forget FOMO. Focus.

2026 isn't the year SaaS dies.

It's the year people finally realize AI needs SaaS as much as SaaS needs AI.

Distribution, data, workflows, customer trust, none of that disappears because ChatGPT exists. 

But the SaaS companies scrambling to slap "AI-powered" on their pricing page without rethinking what they actually deliver? Those are the ones in trouble.

We've watched this play out across hundreds of companies.

Companies treating AI like a feature are missing the real forcing function, the question they've been avoiding for years: what outcome are we actually selling?

Seat-based pricing made sense when humans were the unit of consumption. 

When AI agents are doing the work, you're not selling seats anymore, you're selling results, throughput, outcomes that scale beyond headcount.

Most SaaS companies haven't touched their pricing model in years. 
AI just made that procrastination expensive. 

→ Boards are asking harder questions. 
→ Valuations are getting squeezed. 
→ And every month without a clear answer is revenue left on the table.

To surf the hype in 2026, get deliberate about monetizing what AI actually delivers.

That's what we spend every day working on at Pricing I/O, and the urgency we're hearing from founders and boards right now is unlike anything from the last few years.

The window to get ahead of this is open. It won't be for long.

I had to look in the mirror and ask myself a hard question.
Am I drinking my own Kool-Aid?

I've sat in rooms with founders who had their goggles on. 
Convinced they're smarter than everyone. 
Convinced the market is theirs for the taking.

And I've watched them fail.

Smart. Ambitious. Dedicated. Motivated.
Still failed.

So when I started building our new product, I made myself three promises:

1/ Assume there won't be a warm reception.
2/ Assume my assumptions are wrong.
3/ Assume this is a longer journey than I think.

Mike Tyson said it best: 
"No plan survives the first punch in the face."

We're going to get punched in the face. 
Every product does.

The question isn't whether it happens. It's how we react.

So instead of chasing a blowout launch, I'm building systems. 

Feedback loops. 
Prioritization frameworks. 
Quick cycles to learn and pivot.

How do I figure out how to figure out stuff?

That's the real question.

If we get a blowout launch? Hallelujah.

But I'm planning for the worst and hoping for the best.

Building something new is freaking hard. 
And it's full of trapdoors.

What's one assumption you're making about your business that might be wrong?

I think Mark Benioff is overrated.
I'll say it out loud.

Look, Salesforce is the godfather of SaaS. 
Many people give it that title, and it's earned. 

They pioneered cloud software. Built a $40B+ company.

But I think that was more Mark's team and the great people he had around him than Mark himself.

He's good at sales. He makes smart decisions. He’s a pioneer.  
I'm not saying he's bad.

But I lost a lot of respect for him when he said AI would be easy. 
That he could sell the world on his AI overnight.

That's obnoxious.

AI isn't easy. Anyone who's actually building with it knows that. 
Anyone who's helping companies integrate it knows the complexity, the change management, the friction.

Saying "AI is easy" tells me you're selling, not building.

I'd rather follow leaders who are thoughtful than leaders who are loud.
Give me Satya Nadella's calm over Benioff's bravado any day.

Pricing for the wrong thing is one of the most expensive mistakes I see.
(And still most companies miss this completely)

In a PLG motion, pricing does the heavy lifting early. 
→ It's the packaging, the free tier boundary, the upgrade trigger that converts users before a human ever gets involved.

In a sales-led motion, pricing shows up late. 
→ It's a negotiation lever, a discounting battlefield, and often an afterthought bolted onto whatever the rep promised on the call.

I've seen 400+ SaaS companies try to use the same pricing playbook for both motions. 

It doesn't work, because the moment where pricing creates or destroys value is fundamentally different.

The consequences cascade:
→ Your packaging
Does it need to sell itself on a webpage, or does it need to survive a 6-month procurement process?

→ Your discounting exposure
PLG has almost none. Sales-led can hemorrhage 20-40% if there are no guardrails.

→ Your expansion path
PLG expands through usage and upgrades. Sales-led expands through rep-driven upsell conversations.

→ Your pricing team's focus
Optimizing conversion rates vs. optimizing deal structures.

Neither is wrong. 

Your go-to-market motion dictates where your pricing has leverage.

If you're not sure your pricing is built for your motion, that's the first thing we diagnose at Pricing I/O. 

To book a free discovery call drop me a DM.

Most companies wait until something breaks to revisit pricing. 
Here are the 7 signals it's time to take a closer look.

In this video I'll talk you through:
→ Triggers that indicate pricing needs attention
→ Why "not the right time" is costing you money
→ Common patterns from 400+ SaaS companies

#saas #pricing

When people ask who I'm being inspired by, I don't have a good answer.

I never looked for figures to follow.
No heroes. No role models I'm trying to copy.

Just me, trying to make more good decisions than bad decisions. 

Keep learning forward. 
Treat people right.

That's it. That's the whole philosophy.

I like outside perspective. I get inspired by others. But what works for them doesn't necessarily work for me.

And I think that's okay.

Not everyone needs a leader to chase.

Some of us just need to stay honest with ourselves about where we're strong and where we're not.

Be introspective. 
Be blunt with yourself. 
Make trade-offs intentionally.

In the end, business is all about getting people to do stuff for you. 

→ Engineers to build for you
→ Employees to work for you
→ Customers to buy from you

Once you figure out how to do that, there's really no limit to what you can do.

No heroes required.

SaaS Founder: Stop copying competitor pricing pages.

That pricing page you're copying was built for a completely different business.

Here's how to fix it.

Watch more pricing insights here https://skd.so/E9ur5M

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Marcos Rivera

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