Practitioner perspectives on B2B SaaS GTM strategy, category positioning, and analyst relations, from someone who has built these programs inside companies, not just advised on them from the outside.
After researching 15+ SaaS companies across commerce, pricing, CPQ, and supply chain, the same pattern appeared every time. The product had outgrown the market's understanding of it, and the gap was quietly costing pipeline.
Most software companies don't have a technology problem. They have a positioning problem. After 28 years, the pattern is consistent: incredible platforms, undifferentiated messaging, and a sales team working twice as hard to move half as fast.
Most software companies treat analyst relations like homework they forgot about. A quick inquiry here. A last-minute briefing there. Then they're shocked when analysts don't understand what makes them different, and they are missing from enterprise shortlists.
Talented sales teams, strong products, ambitious targets, and GTM execution that still stalls. The problem is almost never the people. It's the absence of an operating model connecting strategy to execution, and applying the wrong fix just resets the clock.
A category narrative isn't about what you built. It's about the problem you solve that the market hasn't solved yet, and why generic solutions fail at it. Here's what that distinction looks like in practice across several B2B software categories.
PLG works beautifully at SMB and mid-market. Then leadership sees a bigger prize in enterprise, hires experienced AEs, and wonders why the motion stalls. The product isn't the problem. The operating model is, and rebuilding it requires a specific sequence.
Most engagements start with a short conversation, no pitch, no deck. Just a direct discussion of where the gap is and whether Vasuki is the right fit to close it.
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