Australia Go to Market Pty Ltd

As a Business Owner at Australia Go to Market, I focus on creating and implementing effective go-to-market strategies to support tech companies in achieving sustainable growth. My role includes guiding local scale-ups and international businesses through strategic sales leadership, go-to-market planning, and operational improvements. I conduct in-depth assessments, build actionable plans, and optimise sales processes through targeted training. Working closely with clients including Nexl, Clipboard, TeamForm and HorizonX, I support growth by establishing tailored go-to-market approaches. 

I also act as a fractional CRO/CCO for select clients, overseeing revenue targets and P&L management to drive business objectives. Additionally, I participate in board meetings as a GTM advisor, liaising directly with investors. My work includes developing demand generation tactics such as ABM, lead qualification, and social selling to enhance client acquisition and retention.

Key Achievements:

* Improved go-to-market efficiency within LegalTech, leading revenue function through >100% YoY growth
* Accelerated growth at an EduTech, contributing to record-breaking sales performance.
* Reducing CAC payback period and burn rate within a PropTech, reducing churn, and improving revenue growth.
* Delivered Go to Market Strategy and implemented Go to Market foundations at an HRTech and Professional Services business

Owner

TeamForm

Client Services Leader

HorizonX

Chief Commercial Officer

WP Engine

As Vice President of APAC Sales at WP Engine, I was responsible for driving market expansion and strengthening the company's presence across the APAC region. My role included leading the development and execution of go-to-market strategies that aligned with the company’s broader objectives, and I worked to increase regional revenue and build a robust sales team. In addition to overseeing APAC operations as Site Leader, I managed People & Culture, IT, Facilities, and Developer/Support teams to ensure seamless operations. 

I also played a key role as the APAC spokesperson, representing the company in media engagements and industry events. Furthermore, part of my responsibilities included integrating the FlyWheel acquisition in Australia and pioneering new sales models, such as Brand & Agency Acquisition and efficiency pods, which were later adopted globally.

Key Achievements:

* Expanded the APAC team from one to 45 members, enhancing regional capabilities and support.
* Increased annual revenue significantly through strategic growth initiatives.
* Received “Supercharged Leader” and “Sales Impact” awards in recognition of impactful contributions.
* Achieved top global engagement score, reflecting a positive and collaborative team environment.
* Consistently exceeded monthly sales targets throughout 2020, setting new performance benchmarks.
* Launched a new sales office in Singapore, strengthening the company’s APAC market reach.
* Built a high-performing leadership team, with members achieving recognition in Presidents Club and top company awards.

VP, APAC Sales

Go-to-market consultant

Bulletproof Group Limited

As Director of Sales & Marketing at Bulletproof, I focused on accelerating growth, expanding sales and marketing capabilities, and preparing the business for its ASX listing. My role involved establishing key partnerships, including a strategic shift toward AWS, which positioned Bulletproof as a leading partner in ANZ. I developed strong alliances with major Digital Agencies, enhancing our market reach and supporting customer acquisition. 

As Executive Sponsor for several high-profile accounts, I ensured strong client relationships and tailored solutions to support their objectives. Additionally, I worked on creating hosting strategies for platforms such as SiteCore and Magento, building go-to-market and technical alliances to support targeted product offerings.

Key Achievements:

* Drove significant revenue growth through a partner-led acquisition strategy.
* Built a leadership pipeline, developing team members into essential roles within the organisation.
* Expanded the sales and marketing team while maintaining strong employee engagement.
* Established a new regional office in Melbourne, successfully integrating multiple acquired businesses.

Director of Sales and Marketing

Rackspace Hosting

As Country Manager for Rackspace Australia and first in-region, I was responsible for establishing and growing operations from the ground up, focusing on market entry and long-term expansion within Australia. I developed and implemented strategic plans that prioritised a customer-first approach, ensuring high standards of service delivery and client satisfaction across a broad portfolio. A key part of my role was recruiting, training, and managing a cohesive team, which helped build a strong and performance-driven culture. 

I also put scalable processes in place to support the rapid growth of the business while maintaining operational efficiency. Furthermore, I managed budgets and forecasts to ensure alignment with revenue targets and organisational profitability goals.

Key Achievements:

* Built and expanded operations, establishing a strong market presence in Australia.
* Secured a broad client base across various industries, including numerous high-profile companies.
* Established partnerships with leading Digital Agencies, enhancing market reach and brand visibility.
* Consistently exceeded annual sales targets, achieving strong sales performance each year.
* Achieved high engagement scores within the team, contributing to a positive workplace culture.

Country Manager (Australia/NZ)

Enterprise Sales Manager (EMEA)

Mark Randall is the Founder and Owner of Australia Go to Market, where he helps B2B SaaS companies accelerate growth and scale effectively across Australia and APAC. With a proven track record of leading three companies to IPO and scaling multiple businesses to $50M+ in revenue, Mark specialises in go-to-market strategy, fractional CRO/CCO support and aligning sales and marketing initiatives to drive measurable outcomes.

Drawing on over two decades of experience in high-growth environments, Mark has a deep understanding of what it takes to build dynamic teams, optimise sales processes and enhance revenue performance. He is passionate about empowering founders to transition from founder-led sales to scalable operations, creating tailored strategies that attract investors, improve customer retention and deliver sustainable growth.

Beyond his professional expertise, Mark advocates for authenticity in leadership and supports mental health and well-being within the startup ecosystem. Through a combination of strategic insight, operational excellence and industry expertise, Mark continues to empower SaaS businesses to thrive in competitive markets.

Compared to many of the other major enterprise technology innovations of the past two decades, AI adoption is accelerating at a rapid rate, moving 5-10 times faster than the cloud back in 2008. Obviously, AI alone isn't going to make your business a success, especially with everyone else looking to use it as well, but ignoring it will cost your dearly.

Some Australian VC's are only investing in AI startups now, so there's not a software startup out there that shouldn't have a strong AI product strategy in place. 

#AI #SaaS #Startups #GTM

Mark Randall

GTM Strategist, Australia Go to Market | SaaS Growth Specialist | Fractional CRO & Revenue Leader | Driving Scalable Sales & Market Expansion | 3x IPO Advisor

Your go-to-market strategy is a company-wide effort, requiring that everyone is in proper alignment. Misaligned GTM teams are twice as likely to miss revenue targets, while fully aligned teams are 2.3x more likely to exceed them. This is especially true with sales and marketing teams, which are the backbone of a good GTM strategy. 

As such, a major component of GTM success is ensuring CROs and CMOs are on the same page. When CROs and CMOs build a true partnership, companies eliminate friction and barriers to GTM execution, achieving a flow that keeps operations running smoothly. 

To get there, CROs and CMOs should:

  • Establish a shared revenue mindset and model accountability
  • Communicate regularly and candidly to identify if GTM is off-course
  • Create a cross-functional framework to facilitate strong collaboration
  • Measure what matters and address mistakes as a team

#GTM #Startups #Leadership

Open article: The CRO & CMO Playbook for Creating GTM Alignment by gtmnow.com

Misaligned GTM teams are 2x more likely to miss revenue targets. Here's how top CROs and CMOs are fixing that - together.

The CRO & CMO Playbook for Creating GTM Alignment

About a week ago a former colleague randomly sent me a note of thanks, saying “Every morning I wake up and think: how the hell did I end up here? And I’m convinced you made it possible.”

When I shared it with my brother he said "That's the best message you can get" and I think he might be right. 

I've posted a lot about GTM strategy, scale and growth recently - and not enough about people and leadership. I realise now how odd that is, because what really motivates me is seeing other people succeed. Whether that's a Founder finding clarity, a Sales Leader growing professionally or a colleague kicking goals and having fun.

So now I will remind myself daily that "People forget what you said and what you did, but they never forget the way you made them feel."

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One major mistake that I see Startups make regularly is under investing time+money in marketing. If you don't have a carefully considered marketing plan in place and Founders aren't closely involved, you're unlikely to scale, especially in the competitive SaaS & AI space. 

Startups need to invest in marketing as a key strategic lever, with a clear outline for how they will reach their target audience, the channels they'll use, and the metrics they plan to track. If you want CAC payback to be &lt;12 months then you should be happy to invest 3-4 months of MRR in marketing, per new client. By integrating an adequately funded and well thought out marketing strategy into your GTM plan, you'll be far more likely to achieve your growth objectives.

#Marketing #GTM #B2B #Startups

According to a newly released Gartner survey, 73% of CSOs are prioritising growth from existing customers for 2025, while 57% see account retention and growth as a top-3 priority. Despite the importance of retaining and growing existing customers, many companies are held back by a customer value gap, where they struggle to convert the promise of their value proposition into realised customer value.

To address these issues, companies must align GTM teams around a shared vision and understanding of their value proposition. This means articulating their value proposition consistently, aligning it with the customer's journey and measuring customer health and value realised. By making customer retention and growth a top GTM priority, you can better position your company for long-term success. 

#Sales #GTM #CustomerExperience

Open article: Gartner Survey: 73% of CSOs Prioritizing 2025 Growth from Existing Customers - Demand Gen Report by demandgenreport.com

“As sales organizations strive to retain and grow their customer base, they must address the value gap,” said Gartner's Daniel Hawkyard

Gartner Survey: 73% of CSOs Prioritizing 2025 Growth from Existing Customers - Demand Gen Report

A common mistake that many founders make is that they will greatly underestimate what’s required to sell their product, especially if they're targeting enterprises or highly-regulated industries. Unrealistic sales cycle estimates or a poor understanding of the buyer’s decision-making process will inevitably lead to missed sales, wasted time, and major cash flow problems.

Successful founders avoid these problems by doing the work upfront to map the actual buying process. This includes:

  • Identifying all stakeholders involved in purchasing decisions
  • Clarifying their decision making criteria
  • Asking prospects how they make purchases for similar solutions (decision making process)
  • Talking to other salespeople selling similar deals to your Ideal Customers
  • Building realistic sales timelines

By doing your research early on and accounting for the full complexity of the sales process, you can avoid running into problems further down the line.

#Startups #B2B #Sales #GTM

As SaaS and AI businesses grow, so too does their complexity. What worked when your annual recurring revenue was relatively low is no longer viable as your company grows. As such, one of the aspects of a strong go-to-market strategy is a good Revenue Operating Model (ROM) to govern how your revenue engine works.

Your ROM aligns all GTM teams on who you're targeting, how you sell, and how you grow, setting a clear strategic path for the future. When done right, a ROM will ensure forecast accuracy, reduce ramp time, and drive more confident strategic decisions. It also helps fix growth plateaus without dramatically overhauling your systems.

#SaaS #GTM #Starups #RevenueOperatingModels

Open article: Scaling SaaS the Smart Way: A Practical Guide to Revenue Operating Models - SaaSiest by saasiest.com

Lessons from Zensai CRO Kathleen Lord at SaaSiest 2025 As SaaS businesses grow beyond €5–10M in ARR, complexity creeps in. Revenue becomes harder to predict. Teams start to operate in silos. Growth plateaus—not because of product-market fit, but because internal alignment hasn’t scaled with the company. At SaaSiest 2025, Kathleen Lord—Chief Revenue Officer at Zensai […]

Scaling SaaS the Smart Way: A Practical Guide to Revenue Operating Models - SaaSiest

AI has proven to be a major value driver for many startups, but according to SVB's State of Enterprise Software Report, AI-centric startups also require dramatically higher capital requirements than traditional SaaS. According to their findings, AI startups are burning $100M in ~3 years, roughly half the time it took a decade ago, while scaling to $100M revenue in just ~2 years.

This could signal a major shift in venture economics, as it flies in the face of the more recent VC playbook of “grow efficiently, extend runway." AI companies with big goals in large markets need massive investments in cloud and data infrastructure from day one. These startups will need to secure significantly more funds to get off the ground, even if the growth potential is significantly higher as well. 

Also, as AI sees wider adoption, sustainable differentiation becomes increasingly important. Investors aren't going to put down big money on a startup that doesn't offer anything unique from the rest of the crowd, or doesn't have a sustainable competitive advantage, unless it's in a smaller niche market that is less attractive to BigTech.

#AI #Startups #Saas

Open article: State of Enterprise Software 2025 by svb.com

SVB's State of Enterprise Software Report provides key capital and investor insights into the emerging trends shaping the enterprise software sector. 

Building a Repeatable GTM Engine Sustainable Growth pt.6

Throughout this post series, we’ve explored the key elements that can help business founders scale up their strategy – leveraging a GTM engine that sets clear parameters, expectations, and goals. It’s not uncommon for entrepreneurs to struggle with scaling their business, but it often stems from a prideful place where they try to take on all functions and wear so many hats.

Why Founders Need Help

Scaling a GTM function is one of the hardest transitions for a startup. It requires experience, process design, and deep expertise in sales, marketing, and customer success. Founders who attempt to do it alone risk inefficiencies, mis-hires, and revenue plateaus. To reduce the risk of failure:
•	Work with experienced GTM advisors or fractional Sales, Marketing and Customer Success leaders. This will enable you to leverage experts who have built scalable sales engines and restructured GTM teams before – without the cost of a full-time executive team.
•	Learn from the best – Use proven frameworks for sales, pricing and expansion. It also helps to follow GTM leaders like Mark Randall, Andrei Zinkevich, Alexander Estner, Rob K, Chris Orlob, Henrik Larsson, Jason Lemkin, Sam Jacobs, Kyle Poyar, Jonathan Moss, and Casey Flint for proven strategies.
•	Invest in systems and training early – The sooner a scalable process is codified and set in place, the easier it will be to adapt and scale. 

Know When—and How—to Let Go

One of the biggest founder challenges is stepping back without letting sales collapse. The key is transition through this 4-step process:
1.	Create demand intentionally
2.	Build a repeatable process
3.	Teach others to execute
4.	Scale with the right team

To do this, it’s important to appoint a trusted sales leader aligned with your vision. This will allow you to focus on strategy, partnerships, and culture—not closing every deal.

The shift from founder-led sales to a scalable GTM engine is one of the most critical growth phases for a startup. It requires structured leadership, refined ICP targeting, effective messaging, optimised sales processes, and a data-driven approach to demand generation and customer success.
 
Founders who recognise the need for external expertise and strategic guidance will navigate this transition more smoothly and set their startups up for long-term success. So if you’re dealing with the challenge of moving beyond founder-led sales, get in touch – we can discuss how to accelerate your GTM transition efficiently and effectively.

#GTM #sales #growth

100% with Mor Assouline on this one, demos without strong open validation questions are a crime against sales!

Founder @ Demo to Close / Sales trainer & coach for SMB & MM AEs and SaaS companies that want to sell better & close larger deals / 2X VP of Sales / Unseller

I coach an SMB AE that earns $250,000+ per year.

He doesn't ask "any questions?" or "does that make sense?" on his demos.

None of those questions tell you if the prospect actually sees value.

I taught him how to "micro-close" throughout his calls instead.

These secure small agreements at various points throughout the conversation.

Micro-closing guide prospects through the decision-making process, ensuring they're on board with each aspect of your solution before moving forward.

7 examples of micro-closes:


1. "Do you feel this is aligned with what you're looking for?"

→ This question checks if the solution matches the prospect’s expectations and needs, ensuring you're on the right track.



2. "On a scale of 1-10, 10 being this is EXACTLY what I need, where do you feel this sits?"

→ This helps gauge the prospect's interest and level of satisfaction, giving you insight into how well your solution fits their needs.



3. "Is this what you had in mind when you said you needed to [solve pain]?"

→ This confirms that the solution directly addresses the specific pain point the prospect mentioned, reinforcing relevance.



4. "Will [other stakeholder] think this solves [problem]?"

→ This question involves other decision-makers by predicting their approval, which helps to secure broader buy-in.



5. "Based on [your problem], how confident do you feel this will solve it?"

→ This prompts the prospect to express their confidence in the solution's effectiveness, moving them closer to commitment.



6. "Would this approach fit within your current strategy?"

→ This question prompts the prospect to consider how your solution aligns with their broader goals, leading to a small commitment.



7. "Does this feature address the challenge you mentioned earlier?"

→ This question directly ties the demo back to a specific pain point, helping the prospect see the relevance of your solution.


If you wait ‘til the end to close, you’re already behind.


P.S. Here are 24 more questions 6K+ AEs are using to master discovery: https://lnkd.in/edAVrn2v

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