SaaS Go-to-Market: 18 Months Wrong Then 100% Growth

Tom Dunlop spent 18 months chasing the wrong SaaS go-to-market strategy. He sold to law firms, in-house teams, companies of every size - riding the dopamine hit of "happy ears" instead of tracking which customer type actually converted. Founders will hear how Summize reached late 7-figure ARR with 100%+ yearly growth after fixing a broken go-to-market strategy. Tom reveals how an unfocused ICP corrupted his product roadmap with conflicting feature requests, why product-led growth failed for contract software after just 3-4 months, and the SaaS go-to-market scripts that worked differently in the US versus UK markets. His GTM SaaS lessons show how narrowing your target market can unlock repeatable revenue. Summize is a contract lifecycle management platform serving customers like Revolut, Rothschild, and Miami Heat. The company has raised $10M and approaches 8-figure ARR with dual headquarters in Manchester and Boston. 🔑 Key Lessons 🎯 Stop chasing "happy ears" to fix your SaaS go-to-market: Summize spent 18 months reacting to positive feedback instead of tracking which customer type converted. One deal in a random vertical kept the broad approach alive too long. 📉 An unfocused ICP corrupts your product roadmap: Law firms wanted client portals while in-house teams wanted Salesforce integrations. Conflicting requests from incompatible customers made a coherent product impossible. 🛠️ Test and kill PLG fast if it breaks your go-to-market strategy: Contract review software was too complex for self-serve onboarding. Summize abandoned PLG after 3-4 months and switched to sales-led growth. 🤝 Your domain background is a cheat code for early sales: As a former in-house lawyer, Tom could articulate the exact daily pain his prospects faced. Domain expertise shortened Summize's sales cycles dramatically. 🏢 Different markets need different SaaS go-to-market scripts: In the US, CLM buyers had budget and wanted differentiation. In the UK, Summize still had to educate prospects on the category. Chapters Introduction and Roger Federer's 54% mindset What Summize does and who it's for Revenue, growth, and key customers The 500-contract pain that started it all Building the prototype with a co-founder Finding first customers during COVID The 18-month "happy ears" SaaS go-to-market trap Choosing in-house legal over law firms How unfocused ICP corrupted the product roadmap Why PLG didn't work for contract software Events as a growth channel Breaking into the US market Lightning round Resources Full show notes: https://saasclub.io/433 Join 5,000+ SaaS founders: https://saasclub.io/email