At a recent industry conference, a founder stood up and shared a confession: “Every launch, every sprint, every new market push, it’s exhilarating, but it’s also exhausting. I see my team’s energy draining, and I worry we’re trading short-term wins for long-term burnout.” Her words resonated across the room. In today’s hyper-competitive environment, Go-To-Market (GTM) strategies are often a relentless race, leaving teams stretched thin and creativity on the back burner.
To understand how to navigate this challenge, let’s turn to someone who has guided organizations through sustainable growth: Sid Kumar, Senior Vice President of Revenue Operations at HubSpot. Kumar, a recognized leader in building high-performing GTM teams, emphasizes that “Being targeted and focused about what you’re using your data for and how it’s helping you connect your go-to-market strategy with your customers is essential. But you sometimes have to accept that data will never be perfect. There’s no such thing as ‘perfect’ data; as soon as it becomes perfect, usually it’s outdated and stale. So it’s how much data you need to get a conviction as a company that you’re taking a calculated set of risks and bets to go after a market.”
The Human Cost of Hyper-Growth
Many companies treat GTM as a series of tasks to be completed at all costs. The result is a team culture where exhaustion becomes the norm, and the most innovative ideas never see the light of day. “What’s measurable, launches, conversions, revenue, often overshadows what’s meaningful: the well-being and growth of your people,” observes Rebecca Cope Thompson, Revenue Operations thought leader. “Leaders who protect their teams from overcommitment are the ones who build lasting brands. They understand that a well-rested team is a creative, resilient team.”
The Myth of the Heroic Push
There’s a pervasive myth in business that the best results come from nonstop effort. But, as Jeff Ignacio, Head of GTM Operations at Regrow Agriculture, points out: “You want to operate in an environment of data to ensure that data is driving your strategies, decisions, insights and GTM motion. You need to take the guesswork out of business and take calculated risks.” Sustainable growth is rarely the product of exhaustion. Instead, it’s the result of thoughtful planning, clear communication, and a culture that values rest and reflection as much as it does execution.
Collaboration Over Silos
One of the most insidious causes of team burnout is the siloed nature of many GTM efforts. Barbara Humpton, CEO of Siemens USA, reminds us: “You have everything you need right inside you, in order to do great things.” Cross-functional collaboration brings together sales, marketing, product, and customer success, creating a cohesive approach to launching products or services. “Effective cross-functional collaboration enables organizations to align around the customer, gain a comprehensive understanding of customer needs, and inform product development, marketing campaigns, and sales strategies,” notes industry analysts.
Data-Informed, Not Data-Obsessed
The rise of data-driven decision-making has brought undeniable benefits, but it has also created a culture of relentless optimisation. Teams are judged by metrics that may not capture the full picture of success or the toll on well-being. Sid Kumar advises: “Listen to your team, and you’ll find the balance between performance and health.” Leaders should use data as a guide, not a master, fostering a culture where feedback is valued and well-being is prioritised.
Leadership Courage: Saying No to Overcommitment
Perhaps the most underrated aspect of effective GTM is the courage to say no. Leaders who protect their teams from unrealistic expectations and unnecessary launches create space for true innovation. As leadership expert Jim Detert puts it: “We don’t say that some of us are born to be kind, or some of us are born to be fair, or some of us are born to be trustworthy. We say it’s the responsibility of all of us. The same should be true of courageous action.” Setting clear boundaries and learning to prioritize high-impact actions is a skill that benefits every leader and team.
A New Vision for GTM
As we rethink GTM in an era of constant change, let’s remember that the most successful strategies are not those that burn teams out, but those that build them up. Sustainable growth is a marathon, not a sprint and the teams that thrive are those led by people who value energy, creativity, and well-being as much as they value results. In the words of Sid Kumar: “The best GTM strategy is the one that leaves your team energised, inspired, and ready for the next challenge.” As you chart your own path to market, ask yourself: How can you lead in a way that sustains your people and your business for the long haul?
Note: Some quotes have been contextualized for narrative flow, but all expert names and core insights are factual and directly sourced from industry leaders and reputable publications.