Bringing a new product to market is hard—especially for small companies with limited sales resources. While large players can rely on global sales teams, most startups and scale-ups need to be smarter in how they approach their go-to-market (GTM) and route-to-market (RTM) strategies.

Recently, I walked through a set of practical approaches for some of the companies that I work with as an advisor and board member. I wanted to share these lessons more broadly as they might be useful for others as well. These lessons apply broadly to any small technology firm looking to punch above its weight.

Start with Segmentation and ICP Clarity

The first step in any GTM journey is understanding who exactly you are selling to. Segment your market carefully and define your Ideal Customer Profile (ICP). A well-defined ICP keeps you focused and helps you avoid wasting precious time on prospects that aren’t a good fit.

Match the Route-to-Market to Each Segment

Different customer types buy differently. Some may prefer to purchase through a distributor, others via a managed service provider (MSP) or a systems integrator (SI). Aligning your RTM strategy with each ICP segment ensures you meet your buyers where they already are.

Distributors: Give Before You Get

One of the biggest misconceptions startups have is that distributors will automatically champion your product. In reality, distributors expect you to bring them demand first. Show them you can generate business and they’ll start paying attention.

Leverage Technical Partnerships

Forming technical partnerships with larger vendors is often one of the fastest ways to expand reach. These companies already have distribution networks, customer relationships, and market credibility. By integrating or aligning with them, you can ride their coattails into places you couldn’t reach alone.

Ask Your Customers How They Buy

Your existing customers are one of your best sources of intelligence. Ask them:

• Do they prefer working with MSPs? Who do you work with yourself?
• Do they use certain distributors?
• Do they have go-to SIs or VARs?

Not only will you learn more about your market’s buying habits, but customers can often introduce you directly to their providers to short-circuiting months of cold outreach.

Regional VARs: An Untapped Opportunity

Large VARs are tempting, but it’s hard to get their attention. Smaller, regional VARs are usually more receptive, hungry for growth, and open to building mutually beneficial offers. For many startups, these local relationships turn out to be far more productive.

Don’t Rely on Cold Calling Alone

While direct sales will always play some role, scaling purely through cold outreach is rarely sustainable for startups. Partnerships, integrations, and channel leverage amplify your reach, making each sales dollar work harder.

Closing Thoughts

For small companies, success isn’t about brute-forcing your way into the market. It’s about smart leverage. By segmenting effectively, aligning routes-to-market, and building the right partnerships, startups can create multiplier effects that would be impossible through direct selling alone.

The road to market is rarely straight, but with the right GTM strategy, even small players can carve out a strong position in highly competitive industries like cybersecurity.