5 Go-to-Market Lessons from Steadybit’s Journey: When Technical Expertise Drives Growth
Success in B2B tech often comes from unexpected places. In a recent episode of Category Visionaries, Benjamin Wilms, founder and CEO of Steadybit, reveals how his journey from paranoid developer to successful founder offers unique insights into building and scaling a technical product.
- Let Technical Intuition Guide Your Initial Market Entry
The strongest GTM strategies often emerge from deep technical understanding rather than market research. Benjamin’s journey began with his developer’s instinct: “I’m a paranoid guy. I don’t trust normally everything at the first look.” This technical skepticism led him to identify a crucial gap in system reliability testing that larger companies hadn’t addressed.
Instead of starting with market validation, Benjamin used his employer’s innovation time to develop and test his solution: “There was a project and I was joining this project very late… I was not very confident that we will survive the first release in production.” This approach allowed him to validate his technical hypothesis before considering commercialization.
- Use Early Customer Selection as Product Strategy
Perhaps the most counterintuitive lesson from Steadybit’s journey is their approach to early customers. Benjamin shares a crucial early decision: “There was a big company knocking on our door… But it was like, okay, now I’m dealing an enterprise procurement process and we are just six people at this point in time.”
The key insight? “Revenue is not like your biggest value you can get from customers. There’s even more feedback, like working with them very closely on your product to validate new features you have in mind.” This principle of prioritizing product feedback over immediate revenue shaped their early growth trajectory.
- Focus Ruthlessly on Core Problems
When transitioning from developer to CEO, Benjamin identified a crucial principle: “The biggest obstacle is focused. Spend your time very efficient. Spend your time with the problems you need to solve right now.” This means saying no to opportunities that don’t align with your current capabilities and stage.
- Build Product Distribution Through Existing Technical Communities
Rather than creating a market from scratch, Steadybit leveraged existing technical communities. Their early success came from Benjamin’s ability to share his approach at conferences and training sessions at major companies: “I was able to talk about this approach to my colleagues… I was able to do public speaking at conferences. I was able to create my own chaos engineering team to do trainings at other companies.”
- Design Your GTM for Scale from Day One
While many startups pivot to enterprise later, Steadybit’s vision incorporated scalability from the start. Benjamin explains their approach: “We don’t would like to be an expert only tool. We would like to be a tool where people without any knowledge about chaos engineering or complex systems are able to start easily save and to get value out of it as fast as possible.”
This focus on accessibility doesn’t mean simplifying the technical core – instead, it’s about making complex technical solutions more approachable, allowing for both bottom-up adoption and enterprise sales.
The broader lesson from Steadybit’s journey is that technical expertise can be a powerful driver of go-to-market strategy. Rather than following conventional wisdom about product-market fit, Benjamin’s story suggests that deep technical understanding, combined with careful customer selection and a focus on accessibility, can create a more sustainable path to market than traditional top-down GTM approaches.
For technical founders considering their own GTM strategy, the key takeaway isn’t about chaos engineering specifically, but rather about letting technical expertise inform every aspect of your go-to-market approach – from initial product validation through to enterprise scale.
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