MARK ROBERGE is the Co-Founder of Stage 2 Capital and a Senior Lecturer at Harvard Business School. He’s the Founding Chief Revenue Officer at HubSpot. He has been featured in The Wall Street Journal, Forbes magazine, Inc. magazine, The Boston Globe, and Harvard Business Review.

• Introduction xiPart I The Science of Scaling Framework: Calculating Whether We Are Ready to Scale and How Fast 1Phase 1 Product-Market Fit 3Chapter 1 Is Product-Market Fit ... a Feeling? 5Chapter 2 Defining the Leading Indicator of Retention (LIR) 9Chapter 3 Defining the Ideal Customer Profile (ICP) 17Chapter 4 Instrumenting the LIR Measurement for Scale 21Phase 2 Go-to-Market Fit 27Chapter 5 The Product Fits, but Does the Go-to-Market? 29Phase 3 Growth and Moat 39Chapter 6 How Fast Should We Scale? 41Chapter 7 Building the Bottom-Up Scale Model 51Part II Aligning the Go-to-Market System with Product-Market Fit 59Chapter 8 Defining the Go-to-Market System 61Chapter 9 The Optimal Design of the Go-to-Market System Is Contextual 67Chapter 10 Aligning ICP with the Pursuit of Product-Market Fit: Early Adopters Fostering Rapid Learning 75Chapter 11 Aligning the Go-to-Market Process with the Pursuit of Product-Market Fit: Founder-Led, Learning-Oriented 81Chapter 12 Aligning GTM Hires with the Pursuit of Product-Market Fit: Half Product Manager, Half Account Executive 89Chapter 13 Aligning Demand Generation with the Pursuit of Product-Market Fit: Rely on Personal Network and Referrals 101Chapter 14 Aligning Pricing with the Pursuit of Product-Market Fit: Price for Commitment, Not Profits 105Chapter 15 Aligning GTM Compensation with the Pursuit of Product-Market Fit: Equity Instead of Variable Commission 107Chapter 16 Aligning Go-to-Market System Outputs with the Pursuit of Product-Market Fit: LIR Achievement 109Part III Aligning the Go-to-Market System with the Pursuit of Go-to-Market Fit 117Chapter 17 Aligning ICP with the Pursuit of Go-to-Market Fit: Expand from Early Adopter to Early Majority 119Chapter 18 Aligning the Go-to-Market Process with the Pursuit of Go-to-Market Fit: Codified and Repeatable 123Chapter 19 Aligning GTM Hires with the Pursuit of Go-to-Market Fit: Process Builder 155Chapter 20 Aligning Demand Generation with the Pursuit of Go-to-Market Fit: At Least One Scalable, Measurable Medium 161Chapter 21 Aligning Pricing with the Pursuit of Go-to-Market Fit: The Intersection of Customer ROI, Scalable Unit Economics, and Substitute Options 185Chapter 22 Aligning Go-to-Market Compensation with the Pursuit of Go-to-Market Fit: Balancing Customer Retention and Profitable Growth 189Chapter 23 Aligning Go-to-Market System Outputs with the Pursuit of Go-to-Market Fit: Leading Indicator of Unit Economic Achievement 193PART IV Aligning the Go-to-Market System with the Pursuit of Growth and Moat 203Chapter 24 Aligning ICP with Growth and Moat: Scale vs. Experiment vs. Ignore Segments 205Chapter 25 Aligning the GTM Process with Growth and Moat: Reinforced 211Chapter 26 Aligning GTM Hires with Growth and Moat: Process Executors 223Chapter 27 Aligning Demand Generation with Growth and Moat: Multiple Mediums Tightly Aligned with Sales 231Chapter 28 Align Pricing with Growth and Moat: Establish Moat and Raise Price 239Chapter 29 Align GTM Compensation with Growth and Moat: Add Promotion Paths 245Chapter 30 Aligning Go-to-Market System Outputs with Growth and Moat: Accelerate While Preserving PMF and GTMF 253Conclusion 261Appendix: The Potential Impact of AI on the Science of Scaling Framework 264Notes 271Acknowledgments 278About the Author 279Index 281

Select Guide Rating