Best of LinkedIn: Go-to-Market CW 02/ 03

Across these two weeks, Go to Market leaders treat growth less as campaign work and more as a designed system. Strategy, engineering, tooling and talent are aligned to build predictable, revenue accountable motions. The result is a GTM function that looks and behaves much closer to product and engineering than to classic marketing

Date

January 22, 2026

Go-to-Market

Thomas Allgeyer

Methodology: Every two weeks we collect most relevant posts on LinkedIn for selected topics and create an overall summary only based on these posts. If you´re interested in the single posts behind, you can find them here: https://linktr.ee/thomasallgeyer. Have a great read!

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Listen to our podcast

If you prefer listening, check out our podcast summarizing the most relevant insights from Go-to-Market CW 02/ 03:

GTM Strategy & Readiness

GTM leaders refocus performance debates on blind spots, misbeliefs and organisational readiness instead of blaming product gaps or marketing spend
Strategy is framed as a concise operating architecture that links product value to clear customer actions in a simple, repeatable cycle
Case examples show education, communities and value led motions outperforming broad advertising and undifferentiated outreach for complex products
Expansion into regions such as Germany or the GCC is treated as a system design problem, not a copy paste of global playbooks

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GTM Engineering

GTM engineering emerges as a distinct discipline with its own archetypes, role debates and upcoming benchmark reports
Revenue growth is tied to engineered systems that unify inbound, outbound and signal based motions on top of clean CRM foundations
Practitioners describe GTM engineering as iterative and experiment driven, closer to software development than to campaign management
Examples like Valley’s GTM machine show lean teams outperforming larger SDR setups when the underlying system is well designed

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AI & Tools

AI moves from side topic to GTM infrastructure, with concrete workflows showcased in GTM AI podcasts and operational playbooks
Contributors argue that adopting AI in GTM before 2027 is now a strategic requirement to avoid structural disadvantages
Tools like Clay, Dust and Claude Cowork are positioned as no code workbenches and integration layers that turn data into action
Context graph examples underline that AI impact depends on data models, context design and integration quality rather than isolated features

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Channels & Markets

Distribution is described as a multi-channel system where content machines, outbound engines and partner motions reinforce each other
Partnerships around AI agents highlight the importance of routes to market and ecosystems alongside the core product itself
Enterprise and K 12 stories normalise pilots and early field engagement as standard tools to derisk complex deals and deployments
In person events return as a critical growth lever for startups and scaleups, complementing digital motions rather than replacing them

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Talent & Roles

Sales Engineers, GTM Engineers and hybrid sales coders are elevated as key talent pools for modern GTM organisations
Hiring advice stresses that new GTM roles should follow a clear strategy and structure to avoid deepening revenue problems
Middle management layers that separate strategists from builders are questioned, with calls for tighter involvement of operators in GTM design
New content formats, podcasts and the planned State of GTM Engineering report show a maturing knowledge infrastructure around GTM as a profession

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