When Jeff Katz finished reading Leading at the Speed of Growth, he called Jana Matthews ( and said, “This is us! We’re having all the problems you described in this book. Will you come work with us and help us grow?”

Over the next three years Jana worked with Jeff and his brother Marc and helped grow Mercury Payment Systems ( from 30 to almost 300 employees.  Although their growth rate has slowed from 600% per year, their market cap keeps climbing. When Silver Lake ( bought a majority interest in Mercury in 2010, Jeff and Marc experienced what every entrepreneur dreams about – a mega success.

Since then, many people have asked what made Mercury so successful and what Jeff and Marc did to grow Mercury so quickly. Clearly Silver Lake recognized what they had done!  In the press release they specifically mentioned Mercury’s innovative business model and successful “go to market” strategy.

But rather than telling you what Mercury did, we decided it would be more useful to to write a book that would help you figure out your own go-to-market strategies. And so we’re writing this book interactively with our readers – entrepreneurs and CEOs of growth companies. In particular we’ve designed this book to help you

  1. Identify your options  for taking a product or service to market and why some options are better for you than others:  Most of the CEOs we’ve talked with don’t know the full array of options, the pros and cons, or rationale for choosing one over another.  By laying all this out, we believe it will be easier for you to pick the best go-to-market strategy (ies) for your company.
  1. Provide tools, checklists, and frameworks that will help you choose the optimal go-to-market or channel strategy: Some options make more sense for your product, service or company than others. For instance, just because someone else grew after they hired a regional sales person or bought a second truck doesn’t mean that option will work for you. Your choice needs to take into account your market, competitors, and a host of other issues. Our tools should help clarify the choices and improve your decisions.
  1. Describe the organizational implications of your choice of channels: Different channels require different resources and will impact budgets, staffing patterns, and organizational structures in different ways.  We want you to be aware of the downstream implications of your choices and the resources that will be required to implement them.

Each week we’ll be posting new content.  We hope you’ll come back again and again to read what we’ve posted, to share your stories and lessons learned, to access our resources, read the finished chapters, and participate in the writing of this interactive book. You won’t have to wait months or years for the book to be published to learn more about the mysterious world of “go-to-market” strategies. Start learning now about the possible options for your business, which one(s) are best for your product or service, and what you need to do to get your company ready for BigFastGrowth!