Jonathan Moss

Gartner

GTM Community Ambassador

Experity

Growth - GTM strategy & New Business

Data & Insights - Business Intelligence, Analytics and AI

Center of Excellence 

GTM Operations 

Revenue Enablement

EVP - Growth, GTM Operations, Data and Insights

MetaVRse

✅ 140+ Metaverse / Web3 Products and Projects 

🌎 9 World-Firsts

💻 1 Award-Winning, Proprietary 3D Creation Platform (Metaverse, Web3)

👩‍💻60k+ Creators

♟️Established strategic partnership with Microsoft

Executive Board Member & Strategic Advisor

Led global vision, strategy, and execution for all facets of revenue generation, go-to-market, operations, customer success and product management within a high growth technology industry.

🚀Launched the Metavrse Engine from stealth April 2020 including SaaS and professional services. 

✍️Negotiated and Signed deals with Siemens Healthineers, Samsung, MasterCard, JP Morgan and other Fortune 500 companies. 

📚$2M+ booked revenue in the first 12 months. 

♟️Established strategic partnerships including NVIDIA, Qualcomm, EPIC Games, Meta (formerly Facebook), and Autodesk. 

🛣️Developed product roadmap with feature prioritization, UX/UI design, and technical integrations.

Chief Revenue Officer (CRO)

Pavilion

Executive Member & AI for GTM Channel Leader

RevRoom

Executive Member

Partnership Leaders

BigSpring

Lead GTM team (marketing, sales, customer success, revenue operations and enablement) across US and APAC.


Built product roadmap that aligned with customer feedback, industry pain points and AI / LLM capabilities. 
 
H2 of 2023 results (all best in company history):
3x ARR growth
210+% pipeline generation (customers and revenue)
220%+ NRR including multiple 6 figure ACV expansions
100% ICP logo retention 

BigSpring is an AI platform that everboards channel sellers with the latest product innovation to accelerate revenue. Google, Cisco, Nutanix, Pfizer, HSBC, Tata are customers; John Chambers, Stewart Butterfield, Adam Grant, Claire Hughes Johnson are advisors/investors.

Booster

Strategic Advisor

Booster is a clean technology company that provides mobile energy delivery, including renewable and sustainable fuels, through its marketplace. 

🛠️ Elevated go-to-market strategy, built the revenue engine and led sales team that secured $56M in bookings with 79% net revenue growth and 215% Enterprise segment growth

⚙️ Implemented sales motions with aligned systems across the customer journey, automated workflows and insights that led to a 60% more outbound lead volume, 2.5x meetings, and 4.6x opportunity creation, 56 day reduction in sales cycle time, 25% conversion rates and a 45% increase in deal size

✅ Transformed top of funnel strategy through diversification of marketing channels and building infrastructure which led to 10x inbound lead volume accounting for 30% of new business, up from 2%

🚀 Implemented Customer Led Growth strategy that led to a better customer experience, 2x faster growth and improved LTV/CAC

🤝 Series C ➡️ D Senior Leader

🎯 Built annual operating plan and forecasts (quarterly, monthly, weekly) with 96%+ accuracy  

🎙️Built brand and content strategies that elevated Booster to over 60%+ Share of Voice and 90%+ positive Brand Sentiment

🚀 Launched platform business (including a marketplace) with complete P&L ownership

📈Grew platform from $0 to $6M+ in ARR since launching in December 2022

🔋Built partnerships that enabled Infrastructure as a Service for EV Charging, Hydrogen, LNG, and CNG delivery 

🚚 Drove product roadmap strategy that allowed for mixed energy fleets to manage energy consumption, vehicles insights and payments for both sides of the marketplace 

📍Developed geo-spatial models and algorithms for route and location based density to enable effective dynamic pricing, sales and marketing prioritization

💰Developed pricing strategy transitioning legacy margin model to a product (SaaS) and services (Consumption) model

Vice President - Revenue & Revenue Operations

REEF

REEF is a technology company that transforms urban real estate into thriving mobility and logistical hubs via a marketplace.

🎯 Led GTM strategy and execution across sales, revenue operations, and customer success that secured $70M in new bookings and expansion that increased revenue from $30M to $100M+ throughout the United States, Canada, and Europe.

⚙️ Implemented sales process with aligned systems across the customer journey, automated workflows and insights that led to a 36 day reduction in sales cycle time, 40% increase in conversion rates and a 25% increase in deal size.

📱Developed and implemented product led growth strategies that led to a 3x revenue growth expansion from the demand side of the marketplace.

⛓️Interconnected and consolidated technology stack to increase efficiency and efficacy across marketing, sales, and customer success (Salesforce, ZoomInfo, Marketo, LinkedIn Sales Navigator).

Executive Vice President - Revenue & Global Revenue Operations

OYO USA

OYO is a global travel technology company that connects guests to owner-operators via a marketplace. It offers full-stack hospitality software and revenue management solutions to hotel owner-operators.

🎯 Led strategy and execution for go-to-market, revenue operations, and sales training that led to growth from $17M to $200M throughout the United States, Canada, and India.

📈Developed and implemented product led growth strategies that led to a 2x revenue growth and 3x margin expansion from the demand side of the marketplace.

🛣️ Create and maintain data and insights across the entire customer journey that increased direct sales close rate by 2.5x, increased deal size by 50% and decrease sales cycle by 45 days.

⛓️ Interconnected and built the sales tech stack to align with the customer journey and automated work flows to drive 2x sales efficiency and efficacy.

Vice President Revenue Operations & Enablement

Turning GTM into a revenue factory through recurring impact | GTM Executive leveraging AI ✨ | Keynote Speaker & Advisor | Podcast 🎙️ Host |

A rare mix of an entrepreneur and scaled executive skilled at crafting go-to-market strategies, leveraging AI to increase effectiveness across the business, developing high performing teams, and optimizing systems to drive durable growth. 

My superpower is architecting revenue (traffic to churn) through building the go-to-market machinery and connecting cross-functional teams to solve complex problems that accelerate outcomes. 

♟️Board Member & Advisor 

🗣️Keynote Speaker 

🎙️Podcast Host - AI for GTM 

✨ GTM and AI community - Gartner, Pavilion, GTM Partners 

My career journey has given me a diverse set of experiences that are transferable to many different industries, business models, products, and functions all at different scales. 

➡️ Technology, GTM & Operations Experience across:  Healthcare, Clean Energy, Education, Logistics, Retail, Real Estate, Hospitality, Food & Beverage, Telecommunications, 3D, Blockchain, Web3.


🚀 Company Stage: Pre-Revenue to Public

💰Company Revenue: $0-$15B  
     👉 $0-$6M+
     👉 $0-$7M+
     👉 $17M-$200M+
     👉 $30M-$100M+
     👉 $80M-$150M+
     👉 $165M-$260M+
     👉 $190M-$2XX
     👉 $13B-$15B+

📍Geographies: North America, LATAM, EMEA, and APAC

✅ Team Size: 1-200

🤓 Experience
     👉 Total Experience: 21+ years
     👉 Sales: 12 years (B2B); 10 years (B2C)
     👉 Revenue Operations: 13 years
     👉 Customer Success / Account Management: 9 years
     👉 Product: 9 years
     👉 Revenue / Sales Enablement: 5 years
     👉 Marketing / Demand Generation: 3 years
     👉 Business Development/Partnerships: 3 years

What is a GTM motion? 

A GTM motion refers to a company's structured set of activities, tactics, and processes that span across the entire customer journey. 

It starts with finding prospects, qualifies them, and ultimately turns them into satisfied customers. This approach involves collaboration across functions from the marketing, sales, and customer success departments. 

A GTM motion aims to enhance organizational efficiency by reducing costs and boosting effectiveness through increased production or growth, alongside improving customer experience. 

Different types of GTM motions are suited to different business models, products, and customer bases. 

They are essential for scaling business operations and achieving a sustainable, profitable growth rate. 

For example, an "inbound GTM motion" might involve generating leads through content marketing, qualifying them via technology or human interactions, and then handing them off to a sales team to gain a commitment. 

In that scenario, they will trigger dozens of micro– actions, pass through at least three different departments, and do so all within mere minutes. 

Thinking about GTM motions leads us to a deeper understanding of revenue growth and its associated costs, both of which are essential components of achieving a profitable business model. 

5 GTM Motions: 

No Touch: Customers are marketing, selling, and servicing the products. 

Low Touch: Marketing, sales, and support relies on technology, like chatbots, 
with personal engagement reserved for more complex situations. 

Medium Touch: Involves specialized roles like a Sales Development Rep (SDR) or Customer Support Manager (CSM) qualifying a customer's needs before involving a Sales Manager or product expert. 

High Touch: A Sales Manager or Customer Support Manager, often field-based, oversees a small portfolio of accounts. For advanced solutions, this likely involves support from a Solutions Architect. 

Dedicated Touch: A dedicated team solely focused on serving one large Fortune 500 account. 

Different products and GTM motions can create different revenue streams. 

Getting the right one selected is critical for profitable efficient growth. 

Thanks 🐶 Jacco van der Kooij for Revenue Architecture! 

What are the different types of GTM motions?

How can GTM motions help achieve profitable growth?

We hit our Q1 numbers - acquisition ✅, retention ✅ and EBITDA ✅.. yes EBITDA 🤣


But.. we still have a lot of work to do with the revenue machinery and GTM motions. 

Here is what we did in Q1. 

Revenue Architecture 

Went through the concepts of Revenue Architecture with my RevOps and Enablement team. A lot of them started reading the book to help understand the concepts even further. (🐶 Jacco van der Kooij) 

Implemented the Bowtie

We started measuring each part of the machine. We reviewed together weekly as a team in the WBR (weekly business review). Everyone contributed to insights on what was working and what wasn’t. (Shout out to Clark Dixon)

Bias for Action 

Based on what the bowtie was telling us, we put initiatives in place to double down on what was working and solve what wasn’t working. 
We shared those in the WBR or other GTM alignment sessions. 

Post-Sale 

We actually look at post-sale as a protector of revenue and a GTM motion for growth. We are organizing around this to ensure it is a primary motion. 

We have been able to cut down out time to implementation which is a better for our customers and us. 

ProServ has become an apparent gap that we are working to solve this quarter. 

Pre-Sales 

We have marketing and sales aligned on where we are pointing our efforts and what we are generating from a lead, opp and revenue standpoint.

We have initiatives around outbound with our sales-led motion - prioritizing, personalizing, pain-oriented. 


This isn’t hard, just takes effort, priority and understanding. You need to take a data-driven approach to your GTM motions and revenue machinery. Understand how it is designed, measure its performance and optimize in the places where there is over or under performance. 

Shout out to Pavilion and Sam Jacobs for introducing me to Jacco and Winning by Design.

Why is a data-driven approach important for GTM motions and revenue machinery?

What are the Revenue Architecture concepts?

Only 2 types of companies in this world - one's that are great at AI and everybody else.

If you don't know AI, you are going to fail. Period. End of Story. 

Very interesting take from Mark Cuban! 

For employees - you have to know how to use it effectively to help you. 

For students - this will completely disrupt the way we learn, how we learn and what we should learn. 

For CEOs - you can't just rely on your tech guys to teach you. You have to understand it as it will impact everything you do in your business. 

What do you think?

When your team needs you as a leader or the situation arises as an IC, you have to always be ready! 

I can use my daughter as a great example of this. She is a GK for a club team. She practices her craft all the time. 

Some games she gets a lot action, some games she may not even touch the ball. 

Regardless, she is disciplined and practices on getting better every day for when she is needed. 

I can relate this to any role across any business. You have to continue to sharpen your saw daily on the road to mastering your craft. 

You may not see it pay off every day, but you will when you need it the most. 

She saved 4 PKs in the championship game yesterday which led to her team winning! 

Check out one of them below.

Wanna know the difference between the top performers and average performers? Me 2, so let me share a few. 

Overcoming Objections
Top performers 843% more likely to overcome objections

Not hanging on to deals if it isn't the right fit 
366% more likely to close an opportunity at the ‘Discovery’ stage. 

Ensuring there are clear next steps and a meeting
412% more likely to have a next step or meeting defined 

Relationships
Top performers are 519% more likely to have the required high- quality relationships. They are also 241% more likely to have the ‘economic buyer’ engaged before the ‘solution presented’ stage. 

Multi-threading
Successful deals involve 9 contacts engaged when reaching the solution presented stage, while lost deals have just 2 on average. 

Great insights from the 2024 B2B benchmarks report from Guy Rubin Sam Jacobs Ebsta Pavilion 

GTM Partners released their GTM Benchmark Report and it is jam-packed with insights. I will share a few posts on some of my takeaways this week and next. 

1️⃣ Cutting Marketing Spend arbitrarily is a huge mistake.

You can't cut marketing spend without having a data-driven plan on where to invest that money to generate a better return on your new ARR (acquisition and expansion). 

Cutting blindly will severely impact your brand, open the door for competitors, and impact your ARR. 

You can't cut GTM spend and expect higher results. The math doesn't work and never will. Just like if you add headcount and quota and think that will hit your ARR growth goal. The spreadsheet may show it works, but it doesn't. 

Unless... 

You have your revenue machine measured completely across the revenue machinery, understand all of the inputs, and how reducing spending will decrease the input, therefore decreasing your output. But reinvesting that $ in a different motion or channel will increase the overall output. 

You need to optimize the revenue machinery to understand where you can redirect investments for a better return - volume, conversion, time, velocity.  

Example: Analysis of two companies.

Company #1 had to cut marketing spend in Q1 2023 across the board: slashes to marketing activities like advertising, ABM, events, content, demand gen and more.

Almost instantly, buyer consideration plummeted on G2 from 1900 searches per quarter to less than 900.

They cut marketing.
Fewer buyers were aware.
Sales plummeted.

This is exactly what we should expect to happen when we take our brand out of market, but specific examples always help!

Meanwhile, company #2 started investing MORE in marketing.

They increased spending on demand gen, content, events, ads, etc.
Buyers started flocking to G2 to learn more about this new company they kept seeing so much about.

As a result of the attention, their revenue DOUBLED from $50M ARR to $100M ARR in one year.

Sangram Vajre Sarah Allen-Short Bryan Brown

Why is optimizing the revenue machinery important?

How can I create a data-driven marketing plan?

What other reports has GTM Partners released?

About to start  Episode 3 of the AI for GTM show Elizabeth McCalley.eth 🦋 shows up with her AI clone. Can you guess which one is real? 


Spoiler Alert: They both are real, technical issues. 

We had fun talking about some very important topics

Human and AI Story ARC Framework: Accountable, Responsible, and Control
AI in the loop v. Human in the loop approach 
Building AI-native companies and products
AI becoming a significant part of the fabric of business 
ROI of AI within business

Check out the replay: https://lnkd.in/gTNrZP5r

Thanks to Pavilion for sponsoring! 

Josh Carter Xin He Colin Campbell 🏔 🚲 - thanks for everything you do!

What is the Human and AI Story ARC Framework?

How can businesses measure the ROI of AI?

Join Elizabeth McCalley.eth 🦋 and I as we talk shop about #AI and #GTM on the AI for GTM show: Episode 3 on Thursday!⚡

This show is sponsored by Pavilion and is a series tailored for Go-to-Market teams, leaders, and enthusiasts.

It zeroes in on the transformative role of Artificial Intelligence in reshaping Go-to-Market strategies and operations. The purpose is to equip GTM professionals with the knowledge to keep pace in a world where AI-driven agility is fast becoming the new norm.

Register here: https://lnkd.in/guMj5zMA

When is Episode 3 of the AI for GTM show?

How can AI transform Go-to-Market strategies?

🐶 Jacco van der Kooij and I had a great conversation this weekend. He asked me the question: What did you miss and have to DIY instead (e.g. what would be tools / docs etc you wish you had to make your life better?)

Great question and I have thought a lot about this over the many years. Here is what I feel is missing from GTM. 

I call it the GTM orchestration layer - short overview below (more in an article coming later this week). 

A GTM orchestration layer by definition is a software component that manages how different parts of a system or different systems work together to accomplish complex tasks or workflows.

Today many Founders, C-level, and GTM leaders need help turning their GTM into a revenue factory. In a factory, you have to constantly monitor, manage, and optimize the inputs and outputs across each part of the factory’s systems to ensure quality, throughput, and efficiency.

If you invest $1 in different parts of the system, you need to know you can generate a $1+ return. The challenge today most don't know and are using impartial information and incomplete data. 

Now even if you get all of this built and modeled, you don’t necessarily have dynamic, proactive, and predictive insights and recommendations to make adjustments real-time. You are operating in arrears and making decisions and waiting for the outputs of those decisions to be realized so you can know if they worked or didn’t work.

Building a GTM orchestration layer could help simulate different scenarios. 
Examples - marketing spend by channel, opportunities to ABM against, propensity modeling for opportunities that have the highest likelihood to close, how to derive quicker time to value, what is needed to drive more milestones that drive recurring impact, etc. based on your current budget, headcount, and activities.

Some tools do some of these things, but there isn’t an orchestration layer that pulls it all together in the most effective way based on revenue architecture and the most effective way to operate your revenue factory. 

What of this do you have and not have? How are you thinking about it?

To think about the growth v. profit trade-off the Rule of X could be the replacement for the Rule of 40, driven by the shift from GAAC (Growth at all costs, ZIRP) to PEG (Profitable Efficient Growth). 

Even in tight markets, growth should be valued at least ~2x-3x more than FCF margin.

While a margin increase has a linear impact on value, a growth rate increase can have a compounding impact on value.

The Rule of X is an adjusted form of Rule of 40 taking composition (and weighting) into account.

The Rule of X = (Growth Rate x Multiplier) + FCF Margin
Multiplier on growth rate is ~2x for private companies and ~2-3x for public companies. 

The Rule of 40 states, businesses with a Rule of 40%+ are deemed increasingly valuable. For example, if you are growing 30% per year and your profit margin is 15%, then your Rule of 40 is 45%.

If we were to take the Rule of X for Private company at 2x, it would be 75% (30% x 2 + 15% = 75%). 

To highlight the differences, all else being equal, a business with 30% growth and 15% FCF margins should be valued more highly than a business with 15% growth and 30% FCF margins (same Rule of 40, different Rule of X). 

Here is a good example of the Good, Better, Best.

What is a revenue factory and how do you transition your go-to-market (GTM) to it? 
 
Setting the Stage: The Revenue Factory Concept
A revenue factory approach to GTM means aligning all elements—sales, marketing, customer success—to generate consistent, predictable revenue streams. The ultimate goal is to achieve growth through increased annual recurring revenue (ARR) and monthly recurring revenue (MRR).

Increase Throughput: Fueling Growth
At the heart of the revenue factory is the principle of increasing throughput. By optimizing each stage of the customer journey, businesses can turn their GTM process into a high-speed conveyor belt, delivering value at every touchpoint and driving up ARR and MRR.

Improve Efficiency: The Cost Perspective
Streamlining operations, automating routine tasks, and enhancing team collaboration can reduce expenses and improve the bottom line. This approach ensures that every dollar spent is an investment towards building a leaner, more dynamic GTM engine.

Maintaining Customer Satisfaction: The Quality Imperative
A revenue factory prioritizes customer experience, ensuring that each client interaction adds value and fosters loyalty.

The Sequential Structure: Stages of Evolution
Implementing a revenue factory model is a journey, not a sprint. It's about setting priorities and sequentially tackling objectives. Initially, the focus might be on increasing throughput, followed by improving efficiency, and then, refining customer satisfaction metrics. 

Real-World Analogies: Bringing Concepts to Life
Consider a gourmet restaurant where the kitchen is the heart of operations. Chefs (your product and sales teams) must work efficiently to deliver exquisite dishes (products/services) that meet diners' high expectations (customer satisfaction), all while managing resources wisely to ensure profitability (efficiency). Just as a well-oiled kitchen relies on every chef and ingredient to create a delightful dining experience, a revenue factory depends on each team member and process to generate sustainable revenue growth.

Leverage AI across your Revenue Factory

Sales and Marketing Automation: Use AI to analyze customer data and behavior, enabling targeted marketing campaigns and personalized sales outreach, thus increasing ARR and MRR.

Efficiency Optimization: Implement AI-driven analytics to streamline processes, reduce CAC and CTS, and optimize resource allocation.

Customer Experience Enhancement: Utilize AI for real-time customer feedback analysis, product recommendation systems, and support chatbots to boost GRR and NRR.

These applications help create a more efficient, responsive, and customer-focused revenue factory.

How can AI be leveraged in a revenue factory?

How can businesses increase throughput in a revenue factory?

What do business and poker have in common? A lot actually. It correlates directly with strategy, placing small bets, patience, and timing that are situational. 

Poker is a fundamentally defensive game which is unintuitive to most. To generate profits you have to have a smaller error rate than your opponents. 

Their errors - your errors = your profit. If you minimize your errors, you maximize your potential profit.

It combines art (opponents play, timing) with science (statistics based on the current situation). 

This is the same way you have to run your GTM and revenue machinery. 

As an example, suppose you have the bowtie model mapped out and measured. The most important thing to do is to allocate your budget and resources in a thoughtful way against the areas that can generate the most improvement to impact compounding growth. 

You need to make small bets across different areas. If any one of these fail, you will have learned something that will reduce your future error rate. These small bets can then ladder into a few medium-sized bets which ultimately lead to a few large bets.

This will allow you to de-risk your error rate in a thoughtful methodical way. 


This is why I love what Cloud Poker Night is doing by bringing business and GTM leaders together for networking and to build their muscles with poker. 

Check out their next event below 👇

Open article: The Marketing Mixer by the-marketing-mixer.webflow.io

I couldn’t be more excited to host Noelle Russell (Microsoft MVP, AI) on Episode 4 of the AI for GTM Show sponsored by Pavilion! 

If you don’t know Noelle, then you are definitely missing out! 

She is the Chief AI Officer of the AI Leadership Institute, she most recently was the Managing Director of Global AI solutions at Accenture, and has experience and has had AI roles at Microsoft and IBM! 🤯

When we first met a 30 minute meeting turned into a 90 minute convo about AI, Women in Tech/Leadership, what my daughters future may look like, her son Max, and her crazy travel schedule with all her talks! 

Oh and she taught me how to create a Funko Pop of me using AI (check out the comments) 

This is going to be on you don’t wanna miss! 


Register:

What are some challenges faced by women in tech/leadership?

Open article: AI for GTM Show: Episode 4 by crowdcast.io • 1 min read

Google played a central role in creating generative AI, got caught sleeping at the wheel to OpenAI and now it is in a catch 22. 

Google earns a massive amount of money through advertising linked to its search engine ($175 billion annually). Introducing a subscription model for AI services would likely bring in much less revenue.

Overhanging Google’s adoption of generative AI, meanwhile, is the disruptive threat the technology could pose to its core search business. If AI makes it possible to give search users direct answers to more of their questions, it could reduce the need to click on the links and adverts that Google displays. 

A fragmented organizational structure and the lack of a single, coherent company-wide plan for rolling out generative AI across its range of products and services has hampered efforts to stamp its mark on the technology.

Pichai conceded that the sudden popular interest in AI — triggered by the global sensation caused by the 2022 launch of OpenAI’s ChatGPT — had caught him by surprise.

Google parent Alphabet lost $100bn in market value on a single day when the bot gave the wrong answer to a question during a demonstration.

Decisions about how to implement generative AI have been spread between divisions responsible for its main search and information services; its computing platforms, including Android and the Google Chrome browser; cloud computing, which includes Gmail and productivity apps; and YouTube. 

Former employees describe the mood as one of watching an approaching iceberg but being unwilling or unable to change course.

Pichai admits to challenges caused by Google’s sheer size. “Scale isn’t always good for you,” he said this week, since it makes it harder to “move fast [and] maintain a culture of risk-taking”. He added that “counter-intuitively . . . the more successful things are, the more risk-averse people become.”

How has Google's fragmented organizational structure hampered its adoption of generative AI?

🚨Hiring Alert 🚨

We are growing our team at Experity and are looking for an amazing GTM Data Analyst that has a good mix of business acumen, GTM and Revenue Architecture experience, data chops (SQL, Statistical analysis), and data visualization (Salesforce, Tableau, PowerBI). 

This is a critical role for our GTM team that will help use data to derive insights, insights to tell stories and drive strategic decisions and outcomes from those stories. 

If that sounds like you and want to have fun disrupting healthcare. 

Here's what you need to do:

STAND OUT FROM THE NOISE.

❌ Please do not send me a DM with your resume asking me to forward it with no additional context.

❌ Please do not cold call me asking me for an intro.

✅ The only way you will get past me is if you stand out from the noise. I'm here to help you bypass the good old ATS with a direct link to the hiring leader. 

I'll leave it up to you, but a surefire way to stand out is with VIDEO. Short, sweet, and to the point - WHY YOU?

What are the key skills required for a GTM Data Analyst?

How important is data visualization in deriving insights?

Pretty amazing what OpenAI has done with its viral launch to consumers and the coordinated turn to Enterprise. 

Makes sense with cost of compute, ACV, etc. consumer businesses are hard and expensive and they already have enough expense on compute. 

OpenAI said it doesn’t disclose the number of businesses that pay for its services. It said 92% of Fortune 500 companies are using ChatGPT in some form, and 100 million people actively use ChatGPT on a weekly basis.

While OpenAI said it doesn’t have a market share figure, it referenced venture-capital firm Andreessen Horowitz’s survey, which found that 100% of the 70 enterprises it surveyed are using OpenAI’s models in some capacity, with 66% using its models in their operations, and 34% in testing.

How does ChatGPT benefit Fortune 500 companies?

What's the survey by Andreessen Horowitz about?

Open article: OpenAI’s Not-So-Secret Weapon in Winning Business Customers? ChatGPT by wsj.com • 1 min read

OpenAI’s Not-So-Secret Weapon in Winning Business Customers? ChatGPT

Why is it important to credit sources in Generative AI?

What are some best practices for using Generative AI?

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