Dr. Jim ( ജിം കണിച്ചിറയിൽ ) Kanichirayil

Helping Busy HR Teams Build Elite Organizations | Highlighting Innovation and DEIB in HRTech | Talent Strategy Nerd | Professional Megaphone | Researcher | Writer | Podcaster |

Early-stage founders don’t fail because they lack ideas.
They fail because nothing connects...content, sales, partnerships, and pipeline are all there. 
None of it is  together.

That’s the gap I work in.

I help founder-led B2B startups in HRTech, TATech, EdTech, and executive coaching go from guessing to measurable traction, without lighting their runway on fire.

Over the last decade, I’ve helped early-stage teams:

✅ Build multi-million-dollar pipelines from zero
✅ Win first customers in markets where nobody knew their name
✅ Define ICP and product-market fit while actively selling
✅ Align sales, marketing, and partnerships into a single GTM motion

My work sits at the intersection of content-led growth and founder-led selling.

That means:

✅ Using content to earn attention and credibility
✅ Using relationships to open doors
✅ Using execution (not frameworks-for-frameworks’ sake) to create pipeline 

I’ve also helped founders build real authority in-market by launching top-10% global podcasts, interviewing hundreds of C-suite leaders, and turning content into partnerships and revenue.

If you’re:

✅ Pre-revenue and trying to find your first real signal
✅ Post-revenue but stuck without a clear GTM motion
✅ A founder tired of disconnected tactics that don’t compound
✅ A founder from an underrepresented community who wants to punch above their weight

You’ll probably get value from what I share here.

I post daily on go-to-market, content-led growth, and founder execution.
Follow along and/or DM me.

Community Member

RevGenius is a community of revenue generating sales and marketing professionals brought together to learn, share, support, and grow with each other.

This was a slog! 


It feels like getting the last 2K followers took forever. 
Still kind of weird to think a small town follows me on this platform. 

Super weird to consider that 135K people lurk on my stuff across all platforms. 

Like and subscribe to my...

Nvm - wrong platform for that CTA.

Dr. Jim Kanichirayil

Researcher | Writer | Podcaster | I Help People, Leaders, and Organizations Drive Transformations by Helping Them Build Elite Diverse Teams | I Help Make Sure The Talent in Your Talent Strategy Doesn't Get Left Behind |

I write/yap about how early-stage B2B founders actually build traction | Content-led GTM, founder-led sales | HRTech, EdTech, TATech, Executive Coaching | From Zero to Traction

Anyone know of any roles in the veterinary/animal welfare space?

Silence means consent. 


Both Plato and Sir Thomas More made that statement and called out the responsibility for everyday people to stand up against power and what they see as injustice. And while this isn't a deep dive into the historical context of that statement, it's important to understand the principle behind it.  

That refusal to be silent should shape how we show up in our professional lives and our personal lives.

So why am I talking about this? 

There is a tendency on LinkedIn for people to clutch their pearls and tell everybody else on how they should show up. This is the digital version of corporate tone policing that many of us have experienced in our careers.

And of course, what I'm reacting to is a post by your garden-variety tech-bro who is chiding people to follow his lead and try to tone police a platform. And there's one specific piece of his comment that I want everyone to pay attention to: 

"Don't post politics here. If you see it, call it out. Respectfully, protect your community." 

My question is this, what if your community is the one that's being disappeared off the streets?

What if your community is the one that's having their children abducted and put into concentration camps? 

If you belong to those communities, are you supposed to go back to work as if nothing had happened? Are you supposed to carry on like it's no big deal? 

How ridiculous does that sound? 

One of the things that I always talk about when I'm working with startup founders is that you can't be all things to all people. And when you understand that, that means you're shaping your product and your services for a specific group of people. Because if you try to be everything to everyone, you won't get traction. 

Here's the thing that I want you to think about, when you look at what the tech bro is advocating for, he's advocating for silence so that he can preserve his comfort. Imagine you're his neighbor and you get disappeared off the street. Imagine you're his co-worker and you get disappeared.  

Based on what he said, he would remain silent in the face of that injustice. Is that somebody that you wanna associate with?

When we bring it full circle into a business context, I wanna do business with people who are aligned with me from a values perspective. And if you're of the belief that being silent in the face of injustice, in the face of cruelty, in the face of blatant violations of human rights, if you believe that your silence is the right course of action in the face of those things, I simply don't want to do business with you.

You'll never have to guess where I stand on a particular issue because I am out front with what I believe and what I stand for, because I want to do business with people that are aligned with me from a values, morals, and ethics perspective.

And if you remain silent on these things, that speaks directly to your character.

You're moving way too fast. 


You would never think about proposing to someone you just met at a bar. You would never think about dating somebody for a couple of weeks and then getting engaged right after that.

Well, maybe some people would, but most people wouldn't because that's just cuckoo bananas. 

And while we recognize that those two examples are bonkers, we see founders of startup organizations and sellers and startup organizations do almost exactly the same thing. We confuse any sort of signal as an intent to buy. If somebody submits a demo request, if somebody raises their hand to have a conversation with us. Anything and everything is a signal, and it's a signal that they're in the market right now.

Here's a reality check for you...

There's only 3% of your market that is ready to buy your solution right now, and then maybe another 7% that could be persuaded or motivated into a buying cycle. 

That means 90% of your market is not looking for a solution right now. And because you're treating everyone that you interact with as if they're part of that 3%, you are burning your reputation and you're burning your relationships all through your TAM. 

Everybody needs to slow the hell down. 

Everyone talks about wanting to be a trusted advisor, and yet when people show up, they more often than not, act like used car salesman. 

Stop that (reaches for the spray bottle)! 

If you want to have the position as a trusted advisor, you need to focus in on being disciplined around three things: inquiry, validation, and pressure testing assumptions.

You need to make sure that you're asking the right questions and the series of questions that's tied to the problems that you solve for. You need to validate that what the customer is saying, you're understanding correctly, and it applies to the use cases that you solve for, and then you need the pressure test.

You need to make sure that the problems that you solve are the most critical problems that are on the radar of that particular person at that given point in time. 

The vast majority of people that you talk to, aren't gonna hit all three of those criteria, and that means it's incumbent on you to be disciplined and nurture that relationship until they're in a position to evaluate potential solutions. And that also means you have to be willing to accept that the solution that they end up evaluating isn't yours. 

That's how you build a customer for life. 

Unfortunately, everybody is thinking about the next quarter and they end up moving too fast, and you end up losing the vast majority of relationships you're trying to build. Because you're only concerned about what's in it for you.

So shift that mindset.  
If you want to be the trusted advisor, act like it. 

Stop moving so fast. Stop making it all about you. 

If you can pull that off, it will put you in the position of being the obvious choice when the time is right.

Build discipline around the process. 
Don't obsess about the outcomes. 


When you're pre-product market fit, that's a critical sanity check. When you're trying to build from nothing, you can easily fall into the trap of thinking only about the deals that you win. And the reality of it is that you can't control your wins. You can't control when and how a customer buys from you.
  
So you need to have a mindset shift that puts you in the best position to win in the long run. Yes, I know how tough that is given that you're in survival mode. But that's a necessary lever you need to pull. 
  
So what are the four things that you need to be doing to best position yourselves to win in the long run?

Here are my top four: 

1 - You need to meet every customer where they are.
  
You can't go into every interaction thinking that that person that's sitting across from you is immediately in the market to buy your solution. That's how you get yourself in trouble, and that's how you burn your relationships before it's even started.
  
2 -Everyone needs to think of discovery as a process versus a stage. 

Those of us who have come through the sales side of the house, we've grown up in a world where people think that discovery is a stage, instead of looking at discovery as a process. When you look at discovery as a process, that means that every interaction that you have with a potential customer is a learning opportunity. You need to maximize those learning opportunities so that you can learn as much as possible about that customer's world. That gives you short run gains and long-run traction. 
  
3 - You need to have a researcher's mindset from your first interaction all the way through closed won and product launches. 
  
You need to be thinking about what can be done better. How does this resonate with you? What would this need to look like for it to completely wow you? What about this makes you nervous? You need to ask all of those difficult questions so that you're best positioned to understand what's important to that customer and every single other customer that you step in front of.
  
4 - Everyone sees the product. 

It doesn't matter if it's a proof of concept, even if it's something on a whiteboard, even if it's a mockup, whatever version of product that you have, everyone needs to see it. Everyone needs to see it because they're gonna give you the validation of your product theory, of your concept, of your pain points.
  
Without that, you're guessing at the market. 
  
At the early stage of your life-cycle, there's nothing that's more valuable than the feedback that you're getting through the entire customer lifecycle. If you're treating the customer lifecycle as a transactional exercise, you're gonna be way behind and you're gonna struggle with getting traction.

So when you start from zero, these four mindset shifts won't steer you wrong.

Focus on controlling the controllable.

You don't have multiple departments. 
You have a handful of people wearing a lot of hats. 
That's the reality of most early-stage founder led orgs. 

It's really easy for things to get muddled between sales, marketing, product, and partnerships when you're in an early-stage, founder-led org. Definitely common in product based companies and even more common in services based organizations. 

So how do you create a unified messaging foundation and build a demand/sales engine when you don't have a product that someone can see/experience/touch? 

That's what I helped tackle when working with Alexa Beavers and The Axela Group. 

Here's a short rundown of a few of things we worked on: 

✅ Aligning sales, marketing, partnerships, and product 
✅ Built an ideal listener profile from the ground up 
✅ Built and ran a product validation process
✅ Built an ideal customer profile theory from the ground up
✅ Built a GTM motion on the fly 
✅ Built a research engine 
✅ Built several custom GPTs to streamline content distribution 
✅ Created a demand and sales engine without being a spam factory 
✅ Built an outbound motion that stands out from the competition

Creating buyer experiences in a product-based companies is one thing. To do it in a services company requires some creativity. 

Check out the video for more.

You can't manufacture intent. 
You can't manufacture demand. 

No matter what the gurus out there tell you, there are no sets of magic phrases, no sets of magic experiences, no sets of objections that are handled that will automatically switch your buyer from skeptic to evangelist.

That's an important lesson that everyone needs to understand, but particularly those early stage founders who are trying to go from zero to one to traction. 

Why? 

Because a lot of early stage founders are going to market and leveraging tools and tactics that create the impression that you're gonna magically create demand and intent. It's never gonna happen. The only thing that you can control, as you're working through your growth cycle, is the experience that you give the person sitting across from you. 

And that experience is gonna shape what happens in the future.

If your entire motion relies on booking a bunch of demos and that's the only thing that you do, you're gonna find that you're doing a lot of effort without really much in terms of payoff. 

So what should founders do instead? 

Founders need to zoom out and look at the entire buyer journey and map the selling process to the buyer journey. That's gonna create the best experience possible.

What does that actually look like in practice?

Well, what it looks like in practice is that you are indexing for conversations, not demos. You're indexing for understanding, not hard closes or proposals. That's what you're doing. You're maximizing the volume of conversations that you have, because it's those conversations that's gonna help you validate your messaging, positioning, value propositions, and your competitive analysis. 

That's why conversations are the most critical aspect of a growth strategy. If you're not indexing for those things, you're flying blind, you're guessing at what the market wants, and you're treating everybody that's sitting across from you as a buyer when they might not even be aware that they have a problem that you can solve for.

So you need to back off and take a much stronger relationship oriented approach. 

You're having conversations with people to understand their critical pain points. As you listen, you can really build credibility by leveraging your network. Instead of cosplaying "trusted advisor," you can refer them to someone who can help them. 

That's how you earn trust and a customer for life. 

The TL/DR version of what I'm talking about is really simple: you're not a hammer and everyone that you talk to isn't a nail. 

You don't need to pound away at them to try to get them to look at your product. 

Focus on being present, listening, and understanding what's going on in your buyer's world. 

That's gonna actually get you the traction that you're looking for a hell of a lot faster than using a bunch of outsourced SDRs to book a bunch of demos that go nowhere.

Anyone else feeling like this or is it just me?

Tech-bro CEOs have underrated senses of humor. 


We can't understate how hard these folks work at lifting the spirits of their teams. Think about how tough it has to be to "rally the troops" when your stock values have cratered by almost 50% in the last 12 months. 

It takes guts to try to put on a happy face. 

How would you set the tone for not only the speech but also for the rest of the year?

If you're the CEO of Salesforce, you open with a joke. Seems reasonable, right? 

Well, when your audience is made up of many international employees, making a quip about ICE agents is probably not the best idea for the basis of a joke. 

Nothing says comedy better than having your foreign employees identify themselves and lobbing a veiled threat, that they're gonna be abducted by masked goons, and shipped off to domestic or foreign concentration camps. 

That's not what I call "peak comedy." 

This is par for the course for the tech bro crowd isn't it? Every puffed up, out of touch, billionaire tech bro thinks like this. They think like this because they've convinced themselves that they're geniuses and that their accomplishments and intellect are beyond reproach. 

These are the comments of people who have been raised in environments where they've never had to face the risk of being punched in the mouth for something that they've said. This is what happens when the keyboard warrior generation become CEOs. This is what happens when you give a bunch of incels unlimited power and money and seats at the table.

That's who all of these people are. Whether you're talking about Bill Gates, Elon Musk, Marc Benioff, Jeff Bezos, these are all the people that have zero social skills, and never had to face the risk of dealing with the consequences of their own words. 

Is it really surprising they act this way? 

After all, we've enabled this sort of behavior. We've held up billionaires as a class of people that we should aspire to be. 

However, the reality paints a different picture doesn't it? Based on current events, what's in the news, and what's in the files, is that these people are probably amongst the most predatory and perverse segments of the population. Benioff's comments are consistent with their worldview. 

This is just yet another instance of a billionaire letting their mask slip. They relish in the dehumanization of everyone not in their "group." 

The question becomes how many more of these wake up calls do we need before we decide that the billionaire class, and in particularly tech-bro, billionaire class, needs to be made extinct? 

There's no such thing as an ethical billionaire. And Marc Benioff's statement is just another page in one of the thickest books in history.

What are we missing?
What's the REAL plan that's hiding in plain sight? 


Those are the questions that we need to ask when we're playing this game of connect the dots with AI, the techbros, and government. 

Obviously what's in the news is how one AI company decided not to hand over a completely jailbroken version of their platform to the DOD. Every other AI company has rushed to hand over their tech to the DOD for whatever purpose the DOD sees fit. 

Keep in mind that this is a regime that has openly said that extrajudicial killings are fine and that anyone who disagrees with their policies are enemies of the state. These are the people who want to use AI for mass surveillance and autonomous extermination. 

That's a massive problem don't you think? 

So who benefits if this moves forward? 

Certainly all the AI companies benefit. The DOD will eventually get their surveillance state.  

But there's another player that we need to keep an eye on. While we were focused on Anthropic and the bombing of Iran, an announcement was made that flew completely under the radar. 

Larry Ellison's Oracle just expanded their offerings to the US government. Oracle committed to support and provide a ton of AI infrastructure to the DOD and other government agencies. Oracle announced on the 27th that they're adding generative AI and EXODATA cloud and customer and authorized services for US government customers.

This was announced on Oracle's blog, but what's important to consider is how that announcement ties in with a broader vision that Larry Ellison has for how surveillance should be deployed across all governments.

Ellison's repeatedly advocated for a massive global surveillance state. He's also been a big advocate for unifying all government data and AI into a centralized model for more efficient data crunching and analysis. 

Keep in mind that Ellison's Oracle provides a ton of the surveillance infrastructure for authoritarian regimes around the world. China has their entire surveillance infrastructure supported by Oracle, and now Oracle is making a play to bring that style of surveillance culture to the US. 

We are already deep into becoming a dystopian surveillance technocracy. There are already tons of solutions that are out there that are surveilling us in any number of ways. 

For example: 

• Project Jetson - Identifies individuals via laser monitored heartbeat analysis. 
• Watrix - Identifies individuals via gait analysis and is in use in China
• Dense Pose - Which uses home routers and wifi to build wireframe images of what people are doing in their homes. 

These are just a few of the beyond intrusive tools that are currently in use. Ellison's vision includes bringing these tools and others into play with the data collected from them pushed into a central analysis platform that will be used to monitor everything we do. 

With Oracle infrastructure as the heartbeat and nerve center of it all. 
How's that for a brave new world?

Why did you win?
How did you win? 


Those are two critical questions that need to be answered as you're trying to go from zero to one. One of the toughest things to do as a founder is to get your first handful of wins and then learn from them in a meaningful way so you can create a structured, repeatable process where you can accelerate into the marketplace and build traction.

Why I am asking those two questions? It's because those two questions often get ignored. A lot of founders make the mistake that once you get that win it's job done, it's move on to working on the next win. And to a certain extent, they're right.
You always need to be thinking about the next win. 

But if you don't take the time to dissect the reasons behind why you won this particular deal and how you won this particular deal, you're setting yourself up for failure. That win analysis gives you a lot of insight into the behind the scenes process and what resonated most with that buyer that prompted them to champion you internally.

Most of the things that lead to a victory are outside of your line of sight. You don't know what happens behind the scenes. You don't know what levers are pulled. So having that win analysis to specifically understand the why and the how is gonna be critical for you to create that structured, repeatable process that's gonna allow you to move forward quickly. Because the quicker you get to structure, the easier it's gonna be for you to identify defect in your process and then triage those defects and machine those out of your system.

That's where the value comes in. 

Yes, as a startup, as a zero to one stage founder, you're building the airplane as it flies. But while you're building the airplane, you need to be testing every component as you go. That doesn't stop when you get the win.

This is how you operationalize discovery as a process. Every step in your process needs to be open for discovery. What you learn from that first meeting, what you learn from the first demo. Each of those things need to be diagnosed and deconstructed so you understand the what, the how, and the why in each of those stages so that you can refine each of those stages and optimize them. 

If you're not being disciplined across every stage of your motion in understanding
the how and the why, you're gonna have a hard time building enough momentum with the right kind of wins that will get you in a position to scale.

Yes, scaling is a different conversation. Right now you're focused on growth. And even when you're focused on growth, you need to understand what leads to that growth. What's the formula that best positions you to get that growth? And that's why understanding how you win and why you won is a critical step in that learning process.

Girl scouts. 
Go-to-market. 
And...

Weed? 

There is no universe where I would think those three things would be related but yet here we are. 

A Girl Scout troop in New Jersey partnered with a local cannabis shop and they decided to do a promotion where visitors could actually purchase Girl Scout cookies on their way out. And no surprise, the promo/partnership was a massive success. 

The owner of the dispensary noticed that, his customers often get the munchies, and that led to this partnership taking place. The net results were a win win win. The Girl Scout troop had record sales, the cannabis shop was able to super serve their customers and create a fantastic customer experience. The customers had a win in the shop and they had a win on the way out with Girl Scout cookies. 
  
There's a great lesson in this for early stage founders, particularly those who are trying to go from zero to one. You need to look at your market in a similar way. 

If you want to build traction. It's not enough to have an outbound motion for your client acquisition efforts. You need to think about other related industries or sectors or partnerships that you can leverage to accelerate yourself into the market.
  
One of the things that I always recommend to early stage founders is that it's never too early to look for those partnerships. You can leverage their customer base and vice versa. What this does is that it allows you to start the ecosystem build early, and it allows you to scale and grow with each other. That work builds momentum over time. 
  
And when you are ready to really take your growth to the next level, you already have the infrastructure set up. 

As an early stage founder, people almost always fall into the trap of we can only focus on one channel at a time. And to a certain extent, I agree that you need to have an emphasis in one channel, but that doesn't mean that you can't lay the groundwork for other channels to be built either.
  
Take a page out of this Girl Scout troop and this cannabis company. They found unusual relationships to leverage each other's strengths, and everybody involved in the process was better off. 

That's how you need to think. 

That's an important lesson that we all can apply as we navigate our individual and collective growth journeys.

That 2016 outbound playbook you're using is dead in the water. 
The buyer of 2026 has no time for that bs. 


One of the big mistakes that I see with a lot of early stage founders is that they're running the same playbook that everybody was running from 2016. 

So what did that playbook look like?

When you hear "smile and dial," "feet on the street," think "spam your TAM" and the 2016 playbook. It's rooted in the idea that more activity will yield more wins.  

How did buyers respond to that "selling/spamming" motion? Buyers decided that they're tired of hearing the same old messages and being inundated by all of that spam, so everyone trying to grab attention just became noise. 

That's the environment that you're operating in today. And to make it even tougher, AI has made the 2026 buyer environment even noisier than 2016. 

You're already feeling this aren't you? You've seen your inbox, DMs, VMs, etc. Every channel is inundated with messages from people trying to sell you something. Every one of those senders is trying to scrape in the 3% of the market that is in a buy cycle and pissing off the 97% that isn't in a buy cycle. 

That's the 2016 playbook in action. And every single potential buyer is looking at you sideways when you run it. 

It's not going to work, and it's not gonna get you the results that you need to build traction. What you need to do is be able to connect with a hundred percent of your market on a one-on-one basis and have multiple meaningful conversations as an early stage startup founder to understand what's important to that potential buyer.

If you're not taking a one-on-one approach, you're setting yourself up for failure. You need to use all  available tools, but you need to use them the right way. 

Think about what outbound is designed to do. It's designed to shine a light on the problems that buyers face, and also spotlight the issues that they're dealing with and the pain that it causes. As an early stage founder, you're blind to all of that stuff because you don't have traction in the marketplace.

What you need are conversations...and you need a lot of 'em. 

You're not gonna get that by spamming your TAM. 

The only way that you're gonna get that is through one-on-one personal relationship building. Your outbound needs to be focused on driving conversations and building authentic relationships instead of trying to get every single person in the marketplace to buy your proof of concept. 

That's the mindset shift that you need to adopt in order to be successful in 2026 and beyond. 

Your 2016 playbook is dead in the water. 
Stop using it. 

Growth from 0 to 1 is built one on one. 
That growth gets you to traction.

You can't claim to be a people first and customer obsessed company while firing 700 employees and replacing them with AI. 

Do I need to say it louder for the folks in the back? 

Seems pretty basic and yet that's what Klarna, a Swedish FinTech company, did in 2022.

They went head first into ai. They partnered with OpenAI to slash and burn their employee population and replace them with AI agents. 

They started that process in 2022 and by 2023 they had made the commitment that they weren't gonna hire any more human employees. Their CEO was even bragging about how their AI agents could do everything a human could do and maybe even better. 

Sounds like all sunshine and lollipops, doesn't it? 

But a funny thing happened on the way to world domination. You'll be shocked to learn that their AI agents were giving customers generic information, wrong information, and generally pissing people off. 

And shocker of shockers, customers started to churn. 

By 2025, they had learned that their entire AI initiative was completely flailing and failing. So they had to rethink going "all in" on AI. 

Klarna put an emphasis on being customer obsessed and delivering long-term customer value. Well, you can't say that and then replace all of your human customer service agents with ai. That dog won't hunt, bro. 

Everyone sees that for what it is...a cost-cutting initiative dressed up as efficiency.  

What Klarna did was tank their brand. 

They pissed off a bunch of their customers. They went against their mission, vision, and values. They went against their stated objectives. And just like Target and any number of other companies that have built their brands based off of stated values, when you betray those stated values to your customer base, you might be in a situation where you never recover from the damage. 

And Klarna is just gonna be one of many examples that start to pop up under the umbrella of this AI scam that we're being sold. In fact, a 2024 survey, interviewed 1400 executives and there was widespread dissatisfaction with the AI initiatives that they had implemented. Another survey in 2025 of UK executives found that 55% of those UK executives were unhappy with the AI initiatives that they had taken on as an organization. 

And this is gonna be par for the course. There may be use cases where AI does provide meaningful value to a company. But we're a long way away from that happening consistently at the enterprise level. 

One of the important lessons coming out of the Klarna situation is that you need to align your mission, vision, and values to how you deploy ai. Organizations need to think about building AI with specific intent in mind and the intent for its agents. 

It's not enough to generate a prompt. It's not enough to generate a knowledge library. You need to make sure that the AI is operating consistently with what your mission, vision values are, so that it actually serves the end customer well.

Klarna is learning that the hard way.

Still holds up.


The song "Spreading the Disease" was released 37 years ago. 

"Religion and sex are power plays
Manipulate the people for the money they    pay 
Selling skin, selling God
The numbers look the same on their credit cards

Politicians say no to drugs
While we pay for wars in South America

Fighting fire with empty words

While the banks get fat
And the poor stay poor
And the rich get rich
And the cops get paid to look away
As the one percent rules America"

Definitely relevant today.

Which one of these is a good idea: 


1 - A service that sends out 10K emails per month so you have a chance at 12 deals?  

OR 

2 - A service that uses "ghost" LinkedIn profiles to automate your outreach for lead generation? 

Trick question! 
They're both horrible ideas if you're trying to get traction.  

I get DMs all the time and usually they involve some sort of outbound play that somebody wants to assist me with. I got both of those messages last week. 

Think about the implications of both of those DMs. 
  
The math on the first one is ridiculous. And that's before you think about the reputational damage you'd be incurring as you put that into play. It's the definition of spamming your TAM. 
  
And if you're thinking that it might be a viable way to go forward, look at it this way. The biggest companies out there with brand recognition, can deploy that outbound play and hope to get 3% of their market to respond. 

You're a zero to one stage founder with no brand recognition, no name recognition, and no product recognition. What sort of response do you think you'll get? 
  
How about that 2nd option involving spoofed LI profiles? How does that set the tone for the relationship that you're supposed to have with your customers? It doesn't set it off on a good footing, does it?
  
That's the problem that I have with a lot of these messages that hit founder inboxes. Everybody is telling you the same outbound playbook that worked in the 1980s, nineties and early two thousands. It's more feet on the street. Just doing more of something is gonna yield you the results that you're looking for. 

That's a big 'ol lie. 
  
Buyers are avoiding sellers until absolutely necessary (because of plays like what I described above). Buyers are doing their own research and checking with their peers and communities while you're busy carpet-bombing their inboxes. Buyers are connecting at the last possible moment with sellers in order to finalize their decision making process. 

Buyers are playing a whole different game while you're running a spam factory. 
  
You need to shift your thinking.  You need to shift it away from the transactional to one that earns trust at scale. That's a customer for life mindset vs a customer for the moment mindset. 
  
If you are tempted by these offers that hit your DMs about 10-xing your outreach and 10-xing your lead gen, understand the only thing that you're 10-xing is the erosion of trust and landing in the spam folder.

Every big tech company and their CEOs need to be busted up.

Why do you think this regime has been buying all of those warehouses? 

On the "plus" side, the regime has Grok in place to supply them with all the CSA AI they could want. 

I'm sure apartheid loving Elon would have no problems removing any and all guardrails so this regime can build the ethnostate of their dreams.

Anthropic and the Department of War: What you need to know

A statement from Anthropic CEO, Dario Amodei, on our discussions with the Department of War: https://lnkd.in/e7S682ph

That 1K+ per year for LinkedIn premium is really paying off with intel like this.

This is gutting. 

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Jim Kanichirayil's Linkedin Analytics

Dr. Jim ( ജിം കണിച്ചിറയിൽ ) Kanichirayil

Performance ScoreDr. Jim ( ജിം കണിച്ചിറയിൽ ) Kanichirayil's LinkedIn Performance

What is Jim talking about?

Dr. Jim ( ജിം കണിച്ചിറയിൽ ) Kanichirayil's Best Posts (last 30 days)

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.css-6ytdur{background-image:linear-gradient(284deg, rgba(39, 43, 72, 1) 0%, rgba(33, 47, 183, 1) 100%);color:transparent;-webkit-background-clip:text;background-clip:text;}Jim Kanichirayil's Linkedin Analytics

Dr. Jim ( ജിം കണിച്ചിറയിൽ ) Kanichirayil

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Dr. Jim ( ജിം കണിച്ചിറയിൽ ) Kanichirayil's LinkedIn Performance

What is Jim talking about?

Dr. Jim ( ജിം കണിച്ചിറയിൽ ) Kanichirayil's Best Posts .css-1emoo84{font-size:var(--chakra-fontSizes-md);font-weight:400;color:var(--chakra-colors-gray-600);}(last 30 days)

Ready to grow your LinkedIn presence?

Jim Kanichirayil's Linkedin Analytics

Performance ScoreDr. Jim ( ജിം കണിച്ചിറയിൽ ) Kanichirayil's LinkedIn Performance

Dr. Jim ( ജിം കണിച്ചിറയിൽ ) Kanichirayil's Best Posts (last 30 days)