Garrett Jestice

Community Founder | Startup GTM Advisor | Former CMO | BBQ Judge | Dad x4

Most founders hit a wall around $1M in annual revenue. Growth slows, sales feel random, and marketing turns into a guessing game.

I help B2B startups and agencies build a repeatable go-to-market system that attracts the right customers, shortens sales cycles, and replaces random acts of revenue with consistent results.

My process focuses on four GTM foundations:

1. Audience: Who you’re built to serve
2. Offers: What you package and sell
3. Messaging: How you tell your story
4. Channels: Where you consistently reach buyers

When these four pieces are clear and connected, growth compounds instead of stalling.

That’s the focus of my GTM Advisory work at Prelude Marketing. It’s an ongoing partnership to clarify your strategy, refine your positioning, and align sales and marketing around one system that works.

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I also run 10x Solo, a private community for full-time consultants, fractionals, advisors, and micro-agency owners who want to scale income without growing a big team. Inside, we participate in peer pods, growth challenges, and systems that make independent businesses simpler and stronger.

If you’re building your own solo business and want clarity, accountability, and a network of peers doing the same, 10x Solo is where that happens.

My background:
• Built Lucidpress from launch to acquisition, where I led the marketing team (2015–2021)
• Tripled revenue at Eddy as CMO, launched an award-winning community, and was named Utah Business Marketer of the Year. (2021–2023)
• Now helping founders and solos build consistent, scalable growth on their own terms

Connect:
👉 Learn about GTM Advisory → PreludeMarketing.com
👉 Apply to join 10x Solo → 10xSolo.com

GTM Advisor / Fractional CMO

Startup Marketers is a free, Slack community for startup marketing leaders, freelancers, and fractionals. If that sounds like you, join us to connect with others and share ideas, feedback, and resources to help us all get better.

Join us here: https://bit.ly/StartupMarketers

If restaurants were like B2B SaaS, we would be in big trouble…

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You walk into a restaurant and ask to look at the menu.

The host replies, “I'm sorry. We can’t show you the menu yet. We need to confirm your dining intent score.”

A Menu Qualification Rep appears with a clipboard.

They ask for your annual dining budget, your cuisine ICP, your urgency level, and whether you’re the real decision-maker or if it’s actually your wife.
(Of course it’s her.)

After a 15-minute interrogation, they say, “Great news. You’re now an SQD. (Sales Qualified Diner.) A waiter will call you in 3 to 5 business days.”

Four days later, someone calls.
You tell them you’re hungry.

The waiter asks if they can “walk you through a short, 45-minute curated menu experience” and show you only the dishes they think you’ll care about.

Would you eat here?
Me neither.

But this is exactly what buying software feels like when companies hide their product behind calls, forms, and slow follow-up.

Interactive demos exist so buyers can see the food before they ever enter the funnel.

But most teams avoid them because they assume they’re too painful to build.

That’s why Guideflow caught my attention when Gab Bujold told me about it.

It's ranked the number one easiest demo automation platform on G2, and after trying it myself, I can see why. 

You can turn your product into a guided, clickable demo in minutes. (Seriously, so fast and easy.)

Quit selling your software like it’s 2010.
If buyers can’t understand what you do in 30 seconds, they won’t stick around.

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Now the fun part:

What would you name this fictional restaurant?
Trust Us Tavern? Soc2 Sushi? Funnel & Fork?

Funniest name wins 1,000 points. Go. 👇


#sponsored

I’m grateful this Thanksgiving for something I never want to take for granted.

I get to work from home while my kids are still young.

There’s a basket on the shelf in my office filled with notes they’ve pushed under the door while I was on calls.

There’s a sticky note on my monitor that says “I ❤️ U dad!” from my daughter.

There’s usually a drawing on the whiteboard on my wall from whoever wandered in last.

None of it shows up in a dashboard, but it’s the part of self-employment I value most.

It beats every office perk I’ve ever had. Even the good ones. (Talking to you, Free Pizza Fridays. 😉 🍕 )

I know a lot of people don’t get this setup. 

I’m grateful I do, especially right now, in this stretch of life where my kids still think it’s fun to interrupt me.

What’s something about your work you’re thankful for this year?

Every solo or fractional I know runs into the same two growth problems.

First: How do I get enough leads to replace my old salary? That’s the survival stage.

Then the next one shows up: How do I grow without trading time for money?

I wanted to see how common that really is.
So I ran a short survey for solos, fractionals, and consultants recently.

Here’s what stood out.
→ 68% said generating consistent leads was their biggest challenge.
→ 58% said growing revenue without trading time for money.
→ 32% said delivering work more efficiently.
→ 26% said deciding the long-term direction.
→ 16% said designing or pricing scalable offers.
→ 10% said closing sales.

When I broke it down by revenue stage, the pattern was clear:
→ Under $100K = fighting for leads.
→ $100K–$250K+ = fighting for leverage.

It’s a simple path.
First you fight for clients.
Then you fight for leverage.

Most people jump to hiring and building an agency.

That works for some, but not for everyone.

I decided I don’t want my job to be recruiting and project management.

So I’m exploring leverage that doesn’t depend on headcount.

If you’re a solo, how have you solved the lead problem? Where are you finding leverage next?

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P.S. We're nearly up to 50 members in the 10x Solo community. If you're a solo consultant, fractional, or boutique agency owner looking for leads or leverage, we'd love to have you join us. Learn more and apply at 10xsolo.com.

The usual advice for solos and agencies is to “just niche down.” 

Pick a vertical. Pick an industry. Pick a lane.

But with a bit of experience, you realize that approach rarely works.

Industry niches are crowded, arbitrary, and built around you rather than what buyers actually hire you to solve.

That was the focus of our Growth Workshop last week in 10x Solo with Joe Daniels 📦. 

He showed why use-case positioning creates far more leverage for solos than picking a vertical ever will.

Clients look for help when a specific job becomes painful or urgent. They want someone who can fix that job quickly, cleanly, and with fewer risks than doing it themselves.

Joe walked us through his Use Case Canvas to map this out:
→ what triggers buyers to seek help
→ the job they believe they’re hiring for
→ the real alternative you compete against
→ the gaps in that alternative
→ how your approach addresses those gaps
→ the features and benefits that fall out of your method

His point was clear. 

When solos position around a use case, their offer gets sharper. 
Their message gets clearer. 
Their sales process becomes simpler. 
And their work becomes easier to deliver.

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Interested in joining future Growth Workshops like this one? We do one a month in the 10x Solo community. Join us. 

Agencies and solos: Need help with defining your own use case and messaging? Talk to Joe Daniels 📦

I recently spoke with a founder who was frustrated:

“When we get people on a call the lightbulbs go off. But before that, we just get blank stares.”

When we unpacked it, the problem was clear.

Their messaging was stuck at 10,000 ft, summarizing the one big problem they solve across all customer segments.

But customers rarely think at that level.

They think at the project or use case level.
They care about the immediate pain right in front of them.

So when you talk at the high-level “industry problem,” their eyes glaze over.

But when you talk about their specific project and the pains they feel trying to solve it, that’s when the lightbulbs go off.

This is also why trying to solve too many use cases at once waters down your messaging.

It forces you to climb in altitude, making it harder for buyers to connect.

The fix?
 → Anchor messaging in a single, specific use case.
 → Speak in your customer’s language.
 → Keep altitude low enough that it feels real, not abstract.

The right altitude is the difference between blank stares and instant clarity.

Where have you seen messaging altitude trip companies up the most?

Many founders think the hardest part of positioning is describing what they do.

It is not.

The hardest part is usually choosing the right problem to hang your business on in the first place.

On a call this week, I said something I find myself repeating often:

If your buyer does not already believe the problem you solve is connected to the outcome they want, the sale becomes ten times harder.

You cannot manufacture that connection.
You either meet them where they are or you pick a different problem.

And this is where most teams get stuck.

They pick a problem that sounds smart but has no urgency.
Or a problem the market does not search for.
Or a problem buyers do not feel deeply enough to pay for.
Or a problem that is real but impossible to describe without a lecture.

Not all problems are worth solving.
And not all problems are worth trying to market.

Finding the right one takes time.
It takes dozens of conversations with the buyers you want.
It takes testing language in the wild and watching what sticks.
It takes cutting ideas you like, but the market does not care about.

When you finally land on the right problem, everything snaps into place.
Your messaging gets simpler.
Your offer becomes obvious.
Sales cycles shorten.
Demand becomes easier to create.

To help you get there, I am sharing a simple diagnostic I often use.

It helps you isolate the one high-stakes problem your business should solve.

What problem are you hanging your business on right now, and how confident are you that buyers feel it the way you think they do?

Problem Focus Diagnostic for Founders

A week ago, I launched something new.

A weekly newsletter for 10x Solo.

The idea came from a simple pattern I kept seeing.

Every independent consultant I talk to is sharp, capable, and experienced.

But almost all of us are navigating big decisions alone.

What should I sell?
How should I structure my work?
How do I grow without creating a job I don’t want?

I’ve spent the past three-plus years trying every model myself.

Fractional leadership. Advisory. Coaching. Productized consulting. Even early attempts at an agency.

Each version taught me what creates freedom and energy and what quietly erodes them.

That’s why I built the 10x Solo community.

A place for independents to compare notes and build smarter businesses without chasing someone else’s blueprint.

The newsletter is just an extension of that work. Two practical ideas each month to help you sharpen your positioning, strengthen your offers, and build leverage in your business.

Just what’s working for solos who want to grow without giving up the freedom that pulled them into this path in the first place.

If you want a clearer, saner path to solo growth, I'd love for you to join us here:

10xSolo.Substack.com

What topics would you want me to cover in future issues?

Open article: The 10x Solo Newsletter | Garrett Jestice | Substack by 10xsolo.substack.com

The 10x Solo Newsletter | Garrett Jestice | Substack

I was on a call last week with a fractional leader who said something I’ve heard a hundred times this year:

“I just need more at-bats.”

He was stuck in the same cycle that many founders fall into:

Posting. 
Commenting. 
Hoping for referrals and inbounds.

Then he said the quiet part out loud:

“I don’t actually have a system for referrals. I just hope they happen.”

That’s the real problem.

Most solos, agencies, and startups treat referrals like rain:

Nice when they show up.
But completely out of their control.

The smartest founders build systems that turn referrals from occasional rain into a reliable irrigation system.

They know the warmest opportunities aren’t out in the wild but in their existing network.

After our call, I pointed this leader to something that Dan Englander wrote for my newsletter last week.

Dan’s built referral engines for 200+ agencies, and his core idea is simple:
→ Stop asking, “Do you know anyone?”
→ Start asking, “Can you help me connect with these three people?”

It removes all the homework.
It turns vague goodwill into specific intros.
And it gives your network something they’re happy to do: help without thinking.

The truth is, you don’t need more random LinkedIn activity.

You need a repeatable way to activate the trust you've already earned.

If you want the step-by-step process Dan shared, including how he builds referral maps, connector lists, and intro templates, it’s in the newsletter:

https://lnkd.in/g56-snew

Do you have a referral system, or are you still relying on luck?

GTM Advisor helping B2B startups grow without guessing

Open article: How to Scale Your Agency with Systematic Referrals: A Complete Implementation Guide by gtmfoundations.substack.com

How to Scale Your Agency with Systematic Referrals: A Complete Implementation Guide

Most of us don’t need bigger goals. We need clearer wins. Visible momentum.

Inside 10x Solo, we run Weekly Growth Challenges to create that.
One focused action. Under an hour. Done by Friday.

This gives us one small win to stack each week.

This week’s challenge is tied to Thanksgiving.

It’s a natural moment to slow down and notice what’s actually working.

So the challenge is simple:

Every night, write down three wins from your day. Doesn't matter if they are big or small. Personal or work-related.

The idea comes from the book "The Gap and The Gain" and helps shift your attention from what’s missing to what’s improving.

You’ll start spotting things you normally overlook:
→ A client who trusted you
→ Advice that landed at the right moment
→ A small win that confirmed you’re on the right path

Do it each night.
Review the list on Friday.
You’ll see more progress than you think.

If you want to join me in this one, go for it.
No need to be in the community.

And if you want to share your reflection at the end of the week, DM me. I’d love to hear it.

Growth Challenge: Focus on the Gain

Marsh McLennan Agency

Client Engagement Director HR Consulting 

Valparaiso University

Adjunct Professor

KD Workforce

President

American Family Insurance

Campus and Diversity Recruiting Manager

Diversity and Inclusion Recruiting Manager

Madison, Wisconsin-based American Family Insurance group has over 12,000 employees and is the nation's 13th-largest property/casualty insurance group and ranks No. 254 on the Fortune 500 list. The company sells American Family-brand products, including auto, homeowners, life, business and farm/ranch insurance, primarily through its exclusive independent contractor agents in 19 states.

Delivers key HR-related initiatives across eight divisions within American Family Enterprise which helps business areas achieve their strategic objectives. Leads a team that diagnoses, develops and implements client-specific HR solutions. Builds relationships with leadership while strengthening in-depth business knowledge.

Human Resources Business Partner (HR Advisor)

Fastmore Logistics

Top 75 U.S. Logistic Brokerage, that specializes in providing comprehensive multi-modal transportation services, ranging from expedited shipments, to less than truckload moves, located in Elk Grove Village and Chicago, over 68 million in revenue in 2018 with doubling the workforce in one year from 50 to 100 employees.

•	Successfully developed and facilitated leadership training programs for high potential employees, leaders and first-time managers to improve leadership competencies and effectiveness within the teams. 
•	Reduced third party vendors by 50% by restructuring the work of operations, marketing, training and development departments.
•	Developed top talent and recruitment pipeline for critical positions and collaborated with leadership to effectively promote the exchange of internal talent.
•	Implemented quarterly succession planning and talent review process which accelerated performance management, development plans, and provided a platform for talent discussions. 
•	Proactively managed complex employee relations matters including restructurings and successfully prevented a unionizing effort.
•	Built branding for the organization, including winning two award: Best place to work in Chicago and Inc. 5000 fastest growing private companies to help recruit top talent and attract new customers
•	Implemented new performance process focused on coaching and employee development; eliminated performance rates, mid-year check-ins and ineffective performance management practices.
•	Successfully reorganized the sales division to focus on business needs and future strategical strategy by creating new positions and career paths for a department that was flat with career growth.
•	Created change management processes at the organization focusing heavily on neuroscience and communication strategies for all initiatives that are roll out.

Chief People Officer

Assurance

Assurance is the 12th largest insurance brokerage in the U.S, supporting over 6,000 businesses and individuals across the country. One of the largest and most awarded independent insurance brokerages in the U.S., Assurance showcases: Top 50 U.S. broker status and repeated national “Best Place to Work” awards, #1 in U.S. by Business Insurance magazine. Along with 98% client recommendation rate and double digit average organic growth the past 15 years.

•Provide vision, direction and leadership to management as a resource for the planning, development and execution of employee life cycle (hiring, on-boarding, training, separations, etc.).
•Guide HR team to recruit and hire new team members with appropriate skill sets, passion, experience and competencies by applying appropriate assessments and interview process.
•Oversea onboarding, performance management, engagement processes and training.
•Establish HR metrics to collaborate with the business on opportunities for improvement and successes.
•Proactively participate in external associations and events; build partnerships with HR professionals and service vendors to optimize networking resources and gain comprehensive knowledge of competitors.
•Create a positive culture by promoting diversity and cross-functional team communications and focusing on the employee experience.
•Develop, implement and administer HR policies and procedures in compliance with legal parameters.
•Create and execute leadership training for managers on strategies for goal setting, employee engagement and employee cycle.
•Conduct internal employee surveys and participate in external employee surveys to continue to build a best place to work atmosphere by initiating changes based on feedback.

Human Resources Manager

Walgreens

Walgreens is an American company that operates as the second-largest pharmacy store chain in the United States. Founded in Chicago, Illinois, in 1901, it has over 250,000 employees nation-wide and had over 100 billion in revue in 2018.

• Manages HR team responsible for providing guidance and counsel to management and
team members including administering personnel policies and researching and/or investigating team member concerns in a fair and consistent manner that promotes positive employee relations. 

• Manages HR team responsible for counseling managers with respect to federal, state
and local EEO and labor laws, ensuring consistent application of policies and procedures in accordance with relevant laws. 

• Ensure appropriate skill development of Employee Relations Specialists in conducting workplace
investigations and conflict resolution.

• Develops and mentors staff through on-boarding, open communication, training and development opportunities and performance management processes.

•Oversees the day-to-day operations and initiatives within the HR functional area and supports the HR Director in establishing goals, priorities, and plans of action for HR function.

• Manages, develops and controls departmental expenditures against the expense budget.

• Develops, executes and directs plans and strategies to implement and maintain the HR Shared Services Programs. 

•Formulates, develops and executes policies and programs with strategic focus and actionable goals.

Employee Relations Manager

•	Counsel employees and management in legal compliance, job expectations and employee relations.

•	Review employee plans and competencies, and develop projects to improve employee performance 	while reducing issues, conflicts and difficulties.

•	Research, investigate, and represent policies procedures, laws and standards; work closely with legal 	department as a resource for reviewing and reporting on employee performance issues and decisions.

•	Work with operations, distribution and field managers in a collaborative team effort to improve 	organizational socialization as well as identify, address and prevent recurring performance issues.

•	Prioritize, organize and track the details and deadlines of multiple projects; use of resource planning and 	time management skills.

•	Created and implemented an onboarding training program to allow employees to acquire knowledge of 	organizational culture, goals and expectations.

Employee Relations Specialist

•	Supervised $24M district, which included 30-50 stores and 25-100 employees per store; managed 	auditing and resolution of financial, operations and human relations issues.

•	Created and implemented training programs; educated employees in gross profit, shrink, human relations, 	and company policies and procedures.

•	Conducted audits of procedures, safety and compliance as well as training effectiveness.	

•	Researched, investigated and resolved complaints, disputes and issues at store level; collaborated with 	store managers on strategies to identify and prevent recurring issues.

•	Determined personnel needs and recruited, hired and interviewed for the Loss Prevention	Department.

District Loss Prevention Manager

Dynamic, passionate, highly skilled Human Resources leader with a record of partnering with management to set strategy and drive results to meet the needs of the business. Known for building and inspiring organizations, successfully assessing culture by being employee-focused, enhancing talent management, leadership development and optimizing processes. Certified Executive Coach with an expertise in coaching teams to manage significant change and enhance performance. Core competencies include:

Recruitment Marketing & Employment Branding | Strategic Sourcing & Talent Pipeline Building | Assessment & Selection Design, | Executive Coaching | Campus / Early Talent Identification | Employee Relation Management| Compensation & Incentive Programs | Performance Management & Coaching | Leadership Development | Leadership Conferences | Engagement & Culture Public Speaking & Media Relations | Executive Reporting, Analytics & Communication | Project Management | Learning & Development | Organizational Development | Strategic Planning | Best Place to Work Practices	| DEI Strategist | 		
					
Industry experience in logistics, insurance, pharmaceuticals and retail 

VP Human Resources | Chief People Officer | Director Human Resources | Senior HR Business Partner

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Garrett Jestice

Katie Dykstra MSHRM, CPC, CDE®

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