When Figma crossed $25M ARR, it split teams for new logos and expansion, tightened ICP, and built repeatable playbooks so every function pulled in the same direction. You should do the same: formalize distinct motions, specialize roles to match buying journeys, and standardize metrics that tie to pipeline, retention, and NRR. Then align incentives and org structure using the Three Machines model, and map a three-year org to guide hires—because the next constraint isn’t where you think.
Key Takeaways
- Separate new logo acquisition from expansion with dedicated teams, standardized playbooks, and clear handoffs to reduce friction and increase predictability.
- Refine your ICP using historical data; segment by industry, size, and urgency to focus resources where conversion and win rates are highest.
- Implement governance rhythms: weekly pipeline reviews, quarterly playbook updates, and aligned OKRs emphasizing leading indicators and accountability.
- Align incentives with desired behaviors, using commission accelerators, expansion bonuses, and clear targets for Product, Customer, and Company “machines.”
- Build a three-year org chart, identify gaps, assign leaders, and iterate quarterly to match the product roadmap and scaling needs.
Formalize Your GTM Engine With Clear New Logo vs. Expansion Motions
As you cross $25 million ARR, formalize your GTM engine by drawing a bright line between new logo acquisition and expansion, because each motion demands different skills, processes, and metrics to scale reliably. Strengthen both vertical and horizontal alignment to drive collaboration and productivity, as balanced alignment fortifies the organization and improves business results. Establish an org structure that separates a hunters-focused sales team for net-new customers from account managers and customer success for expansion, ensuring clear ownership and reduced context switching. Build process-driven playbooks that standardize lead generation, qualification, and handoffs, so performance doesn’t depend on heroics. For new product launches, define which motion leads, set stage definitions, and align compensation to the motion’s goals. Implement dashboards that track pipeline velocity, win rates, and net revenue retention by motion, then run weekly reviews to reinforce accountability and enable predictable scale.
Refine ICP and Specialize Roles to Match Buying Journeys
Two moves will sharpen your go-to-market at $25M ARR: tighten your ICP with real data, then specialize roles to mirror how different customers buy.
Start by mining historical purchasing patterns to refine ICP around segments that repeatedly convert, expand, and pay on time, then segment further by industry, size, and problem severity.
Map each segment’s buying journey, noting decision makers, proof required, and timelines, so your sales strategies match real behavior.
Design a team structure with specialized roles for prospecting, demoing, solutions consulting, and post-sale expansion, aligned to segment needs.
Equip each role with insights from programs like a “Voice of the Customer” to close feedback loops.
Revisit the ICP quarterly, track conversion and win-rate shifts by segment, and adjust coverage and messaging continuously.
Leverage examples of companies that achieved strong strategic alignment—like Tesla, Airbnb, and PayPal—to illustrate how clear objectives and coordinated execution accelerate growth.
Standardize Playbooks, Processes, and Metrics for Repeatability
You’ve tightened your ICP and specialized roles; now lock those insights into standard playbooks, processes, and metrics so performance scales without hero reps carrying the quarter.
Standardize playbooks for each motion—new logo, expansion, renewal—and define handoffs, discovery flows, and qualification criteria so sales reps, marketing, and the product team operate in sync.
Use metrics that emphasize leading indicators, such as ICP meetings, opportunities created, and stage conversion, then review them weekly to enable fast course correction. Add governance rhythms with aligned OKRs and regular progress tracking to connect top-level strategy to daily execution and increase accountability across teams.
1) Map the buyer journey end-to-end, then codify repeatable steps.
2) Instrument your CRM with required fields, stage exit criteria, and dashboards.
3) Create feedback loops between sales reps, RevOps, and the product team for continuous experiments.
4) Publish quarterly updates, retire underperforming plays, and refine toward $50M scalability.
Align Incentives and Org Structure Using the Three Machines Model
Even if your playbooks are humming, growth stalls without an org design that aligns incentives to how value is created.
So implement the Three Machines model to separate Product, Customer, and Company into distinct mandates with clear leaders, targets, and feedback loops. Assign a leader to each machine, then publish org charts that clarify scope, decision rights, and interfaces between teams.
In the Product machine, hold product or engineering accountable for roadmap outcomes and quality; in the Customer machine, split new logo acquisition from expansion sales so GTM motions don’t conflict; in the Company machine, place finance and administration over capital allocation and compliance.
Align incentives to behaviors you want: commission accelerators for multi-year deals, expansion bonuses tied to net revenue retention, and cross-functional goals that reward collaboration.
Align incentives with desired behaviors: multi-year accelerators, NRR-tied expansion bonuses, and cross-functional collaboration goals.
Review quarterly and adjust.
To reinforce alignment, implement OKRs to translate strategic objectives into measurable key results and foster transparency and accountability through clear communication across teams.
Build a Three-Year Future Org Chart to Guide Headcount and Leadership Hires
With incentives and mandates set by the Three Machines, the next step is to sketch a three-year future org chart that makes those choices concrete, guiding headcount plans and sequencing leadership hires.
Start by mapping your current structure with no gaps, then project the leaders, teams, and spans you’ll need to grow and scale alongside your product roadmap.
Separate critical functions—like new logo acquisition versus expansion sales—so accountability is clear and performance improves.
Use simple tools, like paper or a whiteboard, to co-create options and capture feedback from trusted operators and company leadership.
- Draw today’s org chart, noting role clarity and gaps.
- Overlay three-year targets and customer motions.
- Place leadership hires by quarter, linked to milestones.
- Revisit monthly, adjusting as roles evolve.
Embedding regular check-ins and feedback loops supports continuous alignment so the org chart evolves with strategy and execution.
Frequently Asked Questions
What Is a Strategy That Aligns a Company Brand With a Cause to Generate Business?
Adopt a cause-brand strategy by selecting a social issue aligned with your mission and audience, then embed it across products, messaging, and KPIs.
Conduct stakeholder research, define a clear theory of change, and choose credible nonprofit partners.
Commit resources, not just slogans, and publish transparent impact metrics.
Train employees as advocates, integrate cause milestones into performance reviews, and run campaigns linking purchases to measurable outcomes, which strengthens trust, loyalty, differentiation, and sales.
Which of the Following Are Strategies a Company Might Use to Increase Its Net Profit?
Oddly enough, profit grows when you simplify.
You standardize core processes to cut waste and track drivers, then refine your Ideal Customer Profile so sales targets convert efficiently.
You differentiate incentives for new versus expansion deals, steering reps toward higher-margin opportunities.
You build customer communities to spark referrals and network effects.
Finally, you analyze performance data regularly, iterating sales and marketing tactics to adapt quickly, optimize spend, and sustain healthy net profit margins.
How Could the Organization Create More Value for Its Stakeholders?
You create more value by standardizing core processes, enabling accurate, granular metrics that guide decisions and reduce waste.
Define a precise ICP, then tailor products, pricing, and outreach to boost conversions and lifetime value.
Activate advisory boards and referral programs to harness network effects.
Align incentives to favor sustainable growth, separating new from expansion deals.
Finally, institute continuous learning loops across sales and marketing, iterate based on data, and retire underperforming motions quickly.
Conclusion
As you cross $25M, test the theory that alignment emerges naturally with scale; it doesn’t, it’s engineered. Separate new logo and expansion motions, refine ICPs, and specialize roles to match buying journeys. Document playbooks, processes, and metrics so execution is consistent and inspectable. Align incentives and structure to the Three Machines, then forecast a three-year org to guide hiring and leadership. Review performance rhythms relentlessly, adjust comp and ownership, and you’ll convert complexity into predictable growth.
