The ad shipped. The creative looked great. The campaign went live. Performance stalled anyway. Not because targeting failed, not because the budget was wrong. The team scaled ad volume faster than its ability to learn. Most performance marketing failures are not media problems. They are feedback loop failures between creativity, data, and iteration. Most companies have not absorbed this yet.

In this episode of GTM Vault, Rick Koleta sits down with George Howes, Head of Canva Grow and founder of Magicbrief (acquired by Canva), to break down why creative and media are not separate disciplines, why the feedback loop between them is the missing layer in modern GTM, and what changes when creative production runs on the same infrastructure as performance data.

George founded Magicbrief, a creative intelligence platform that Canva acquired, after years inside top creative agencies watching the same failure repeat at every brand. Teams launched ads, collected results, moved on. Learning never compounded. He now leads Canva Grow, the product Canva is building to ingest ad performance from every platform, tie it back to the specific creative assets that produced the outcome, and push those learnings into the next round of creative before the next round is made.

He explains why most performance marketing failures are feedback loop failures and not media failures, why creative teams and data teams sit at opposite ends of a broken handoff, why scaling ad volume faster than learning is the silent constraint at every growth stage, why AI is a multiplier for teams that already have the loop closed and a noise amplifier for teams that do not, why click-through rate lies more often than any other metric in the stack, why creative and media are the same system measured at different time scales, why small teams with all context in one place consistently outperform large teams with fragmented tooling, why one great static compounds into a video ad, a YouTube pre-roll, an email hero, and a paid social carousel when the loop is live, and why learning velocity is the new spend.

This episode is for founders, CMOs, and performance leaders building in categories where ad volume is cheap, channels are saturated, and differentiation lives in how fast the team learns from what they ship. Performance marketing is not a media problem. It is a feedback loop problem.

Structure match to GTM 44 exactly. Paragraph one is the setup with the short declarative cadence and the "Most companies have not absorbed this yet" closing beat. Paragraph two is the "In this episode of GTM Vault, Rick Koleta sits down with..." intro with a three-clause thesis statement. Paragraph three is the guest stats paragraph with the career arc that set up the product. Paragraph four is the long "He explains why..." list with nine structural threads from the conversation. Paragraph five is the who-it's-for paragraph ending on the short thesis reframe, matching the "The demo is not a sales artifact. It is the unit of the sale." pattern with "Performance marketing is not a media problem. It is a feedback loop problem."

One note on guest stats. I do not have specific revenue or growth numbers for Magicbrief (pre-acquisition ARR, funding history, headcount, etc.) the way we had them for Supademo. If you want that paragraph to carry more empirical weight like the GTM 44 version did, send me any numbers you have and I will wire them in.

Most demo experiences are still screenshots in a slide deck or a 45 minute call where the prospect watches someone else click. Both are artifacts of an era where the sales motion carried the product. Neither survives in a market where buyers self-serve, shortlist in private, and decide before a human ever enters the loop. The demo stopped being a sales meeting. Most companies have not absorbed this yet.

In this episode of GTM Vault, Rick Koleta sits down with Joseph Lee, founder of Supademo, to break down why the demo layer is becoming core GTM infrastructure, why most product-led companies lose conversion at the exact moment they should be proving value, and what changes when the demo stops being a one-time artifact and becomes a composable asset that runs across every stage of the funnel.

Joseph built Freshline to $3M in revenue and made Forbes 30 under 30 at 22. Then COVID wiped out 90% of the revenue overnight. The insight from that collapse became the foundation for Supademo. 150,000 professionals across 100 countries. 2,000 paying customers. G2's number five fastest growing product. 8x growth in 2024. 3x in 2025. Profitable.

He explains why market readiness is an architectural property of the business and not a creative choice, why the $1M ARR motion was almost entirely things that do not scale (programmatic SEO at every funnel layer, SEO-ranked product demos of competitor tools, white-glove responses on Reddit and changelogs), why defensibility lives in three places that code cannot compress (team adaptability, distribution as a flywheel, brand eminence), why capital efficiency is an optionality decision and not a virtue signal, why PMF has a short shelf life and why he runs his own version of the Cursor all-hands, why change management is the invisible cost of every software purchase, and why taste is the new moat.

This episode is for founders and operators building in product-led categories where anyone can ship software in a weekend and differentiation lives in how the product gets distributed, adopted, and embedded into the way a company does business. The demo is not a sales artifact. It is the unit of the sale.

Most analytics fail before the first query runs. Not because the data is bad. Because the definitions underneath it never agreed. The CRM says one thing. Billing says another. Product analytics says a third. Every dashboard built on top inherits the divergence. The founder picks the number that matches their intuition and calls it a decision.

In this episode of GTM Vault, Rick Koleta sits down with Danylo Borodchuk, founder of Lopus AI and Y Combinator W25, to break down why 12 tools produce 12 definitions of customer and zero agreement on what revenue means, and what a governed semantic layer changes about every metric downstream.

Danylo dropped out of Dartmouth with a CS background, DALI Lab, and DARPA research. Before Lopus was an analytics platform, it was a generative UI tool that got Twitter hype and zero traction. YC forced the question that killed the first idea: who actually wants this? Nobody had an answer. The pivot tells you everything about where the real pain lives.

He explains why every company's CRM is a mess in the same predictable ways, why marketing and sales will never agree on "qualified" without a governed definition layer, why the most dangerous analytics tool is the one that always gives you an answer, how a self-healing definition layer regenerates its own SQL when underlying schemas change, why a 1,000-view blog post outperformed a 10,000-view one when you connect content to revenue instead of attention, and why the forward deployed data engineer model compounds at seed stage in the same way Palantir's did at enterprise scale.

This episode is for founders and operators running a GTM stack where every tool defines the business differently and nobody has reconciled the definitions into a single governed layer. The fix is not a better dashboard. It is the architectural layer between raw data and every query the business runs against it.

Most go-to-market teams track metrics that were never designed to produce financial truth. The CRM was built for sales activity, not financial outcomes. Every metric stacked on top of it, from pipeline coverage to weighted forecast, inherits that original misalignment. Marketing reports MQLs trending up. Sales reports meetings booked ahead of target. Finance reports revenue is flat. Four functions, four green dashboards, one missed quarter. In this episode of GTM Vault, Rick Koleta sits down with Rowan Tonkin, CMO at Planful, to break down why GTM metrics drift from financial reality as companies scale, and what the structural reconciliation between go-to-market and the P&L must look like. Rowan spent nearly a decade in presales and implementation at financial planning companies before becoming a CMO. He operates where finance, planning, and go-to-market are forced to reconcile inside the same system. He explains why finance builds shadow models when it loses trust in dashboards, why pipeline coverage is the most trusted and least reliable metric in B2B, why growth masks the unit economics that determine durability, why precision is not accuracy in forecasting, and why AI on a system already corrupted by incentives produces confident noise, not better signal. This episode is for founders and operators who feel the gap between what their dashboard says and what their P&L shows and want to understand why the fix is not better reporting but a three-layer metric architecture where operational, commercial, and financial metrics are formally defined and structurally connected. Build the reconciliation layer first. Everything else follows.

Most go-to-market teams still treat enablement as a content and training problem. But the real constraint inside modern revenue organizations is not knowledge. It is execution.

In this episode of GTM Vault, Rick Koleta sits down with Sreedhar Peddineni, Co-Founder of Gainsight and Co-Founder & CEO of GTM Buddy, to explain why the enablement category is hitting its architectural limits and why a new model of revenue activation is emerging.

Two of the largest enablement platforms recently merged. Another consolidation preceded it months earlier. On the surface this looks like growth and innovation. But as Sreedhar explains, consolidation often signals something else entirely. Categories consolidate when they run out of structural headroom. Merging two portals does not change the portal model.

This conversation explores the difference between revenue visibility and revenue causation, why most GTM teams suffer from an execution gap rather than a knowledge gap, and how AI-native companies are achieving non-linear growth without proportional headcount expansion. When AI injects signal directly into workflow, the architecture of GTM changes. Content repositories and training systems are no longer enough. Activation must happen in context, at the moment decisions are made.

This episode is for founders, operators, and revenue leaders building GTM systems in an AI-native world and trying to understand why legacy enablement stacks no longer translate into revenue outcomes. The next generation of GTM will not be defined by more tools or more coordination. It will be defined by architectures that collapse the distance between signal and execution.

Revenue compounds when the system is designed for activation. Everything else is just activity.

Most go-to-market teams are still organized for a world where coordination was the bottleneck, but that world no longer exists. In this episode of GTM Vault, Rick Koleta sits down with Annette Sung, CEO and Co-Founder of Amdahl, to explain why GTM is no longer best understood as a set of teams or functions, but as an execution system. As AI absorbs more execution work, the constraint shifts from capacity to coherence. What once required handoffs, approvals, and layered ownership can now be executed continuously by systems that learn and adapt in real time, creating not incremental improvement but a growing structural mismatch between how companies are built and how work actually gets done. This episode is for founders and operators who feel GTM friction even when talent and tools are strong and want to understand why adding headcount no longer fixes execution. The solution is not better coordination, but system design aligned to outcomes, leverage, and speed. Design the system first. Everything else follows.

Founders don’t think about debt when things are going well.
They think about it when urgency forces the decision.

In this episode of GTM Vault, Rick Koleta sits down with Michael Wallace, CEO of TIMIA Capital, to explain why debt fails when it is reactive and why disciplined operators design capital long before something breaks.

Most founders assume debt is a last resort, something to reach for only when equity or growth stalls. In reality, debt fails because of timing, not because of risk. When capital decisions are made under pressure, optionality disappears, terms worsen, and control erodes. Predictability gives leverage. Urgency destroys it.

This episode is for founders and operators navigating growth, dilution, or board control who want to understand how capital fits into a scalable GTM operating system. The solution is not better fundraising tactics. It is intentional capital design aligned to strategy, predictability, and execution.

Build systems, not urgency.

Revenue does not usually fail at the close. It fails quietly after growth has already happened.

In this episode of GTM Vault, Rick Koleta sits down with Mark Walker, CEO of Nue, to explain why revenue breaks when pricing models outgrow the systems running them.

Most teams assume stalled revenue means a sales problem or an execution gap. In reality, the failure is structural. Pricing uncertainty creeps into late-stage deals. Usage and committed spend models introduce complexity legacy billing cannot absorb. Revenue leakage begins long before dashboards reflect it. When data fragments across pricing, CPQ, billing, and rev rec, AI does not fix the problem - it amplifies it.

This episode is for founders and revenue leaders whose pipeline looks healthy but whose margins, velocity, or finance workflows are quietly degrading. The solution is not more pipeline or harder execution. It is coherence across the revenue system.

Build systems, not heroics.

Pricing is not a finance line item. It is a go-to-market system decision that determines who you can sell to, how sales sell, and whether revenue compounds or quietly leaks.

In this episode of GTM Vault, Rick Koleta sits down with Roee Hartuv, Senior Pricing Advisor and Head of GTM Expertise at Willingness to Pay, to unpack why so many GTM transformations fail even when teams execute harder. The problem is rarely effort. It is design.

They explore how pricing and packaging decisions shape sales velocity, customer lifetime value, and margin durability long before results show up in dashboards. When pricing is owned in isolation, friction appears across marketing, sales, and customer success, and growth stalls without a clear breaking point.

The conversation also dives into why traditional SaaS pricing assumptions collapse in AI-driven products, how usage-based costs change monetization strategy, and why GTM engineers have emerged as system owners rather than tool admins.

If your pipeline looks healthy but revenue is stalling, this episode explains where the GTM system is already broken and what to redesign before execution fails again.

What actually scales enterprise revenue when complexity exposes weak GTM systems?

In this episode of GTM Vault, host Rick Koleta sits down with Rik Schrader, Chief Revenue Officer at GreyOrange, to break down what holds up when theory stops working and reality shows up.

Rik brings more than three decades of experience building and rebuilding enterprise go to market systems across IBM, NCR, Honeywell, and Körber. He has led SaaS transitions, global sales organizations, and partner ecosystems where mistakes were expensive and visible.

We dig into why enterprise revenue fails under complexity, how activity metrics quietly replace outcomes as companies scale, and where forecast accuracy actually breaks. Rik shares the execution patterns that stay constant across eras and categories, the hardest GTM transition most companies underestimate, and what great CROs deliberately do not change in their first 90 days.

We also unpack why partner channels fail when they are performative instead of operational, how incentives and handoffs quietly destroy accountability, and why durable revenue growth is always a systems problem, not a data problem.

This episode is for founders, CROs, RevOps leaders, and operators running enterprise GTM motions who care more about durability than noise.