GTM is a product problem
Most GTM failures are not marketing failures - they're product-market fit failures or positioning failures. I treat GTM as a product workstream that starts at ideation, not at launch. Who is this for? What job does it do? Why now? Why us? These are product questions.
The GTM brief
Before any launch I produce a one-page GTM brief: target segment + persona, core value proposition (one sentence), key differentiators (max 3), launch channels and owner per channel, success metrics at 30 / 60 / 90 days, and risk register. Every function signs off before launch.
Launch tiers
Not all launches are equal. I use three tiers: Tier 1 (major launch, full GTM motion, all channels, press), Tier 2 (feature launch, in-product + email + partner channels), Tier 3 (silent ship, instrumented but no marketing push - monitor and iterate). Mis-tiering wastes team bandwidth.
International expansion
For international GTM I add a localization layer: language, but also pricing, channel, and cultural context. A feature that resonates in Japan may require a completely different framing in the US - same product, different story.
Real example
At Hakuhodo I-Studio, I led the international GTM for Pechat across the US and European markets. I adapted the positioning, pricing tier, and retail channel strategy per market. The US launch generated +15% revenue in 12 months. I also co-represented Wargaming's game titles at Tokyo Game Show, PAX, and Gamescom - large-scale B2C GTM events requiring tight coordination between PR, marketing, and product.