5 Go-to-Market Lessons from Kumo Space’s Journey to Enterprise Success

5 Go-to-Market Lessons from Kumo Space’s Journey to Enterprise Success

Sometimes the most valuable products emerge from solving your own problems. In a recent episode of Category Visionaries, Brett Martin, President of Kumo Space, revealed how a simple need to recreate networking events during the pandemic led to building a virtual office platform now used by NASA, Harvard, and Nike.

Here are the key go-to-market lessons from their journey:

1. Make Your Product the Marketing Instead of relying on traditional marketing, Kumo Space leveraged product-led virality. “It’s inherently viral. We’re turning video into content that people are sharing and people see someone else’s toast. They’re like, wow, that’s amazing,” Brett explained. This organic growth mechanism helped them land major enterprise clients without an extensive sales team.

The key was creating something people naturally wanted to share and talk about. As Brett noted, “If you’re really excited about your product and everyone else around you feels that… that’s how you get those early customers. It’s just like being so excited about what you’re selling that they feel like, okay, this is something I got to be a part of.”

2. Don’t Try to Out-Feature the Giants Competing with established players like Zoom and Microsoft Teams required a different approach. Brett’s strategy was clear: “The only way a competitor will kill you is by leading you off a cliff.” Rather than trying to match feature-for-feature, they focused on solving specific problems differently and better.

This meant maintaining focus despite the temptation to expand too quickly. “Block and tackle, get one customer in the door, make them happy, get another one in, and kind of not get over your skis,” Brett shared about their methodical approach to growth.

3. Build for the Problem Behind the Problem Instead of just creating another video conferencing tool, Kumo Space identified deeper issues with remote work. “You have an organization with 10,000 people and they’re all in video chat and video calls all day, and yet you feel, when you sitting at home, you feel like you’re literally working in a box in a little silo,” Brett observed. This insight led them to focus on creating connected experiences rather than just meetings.
4. Create Category Differentiation Through Mission Rather than competing solely on features, Kumo Space positioned itself around a larger mission. “We are fighting against that entropy at Kumo space. We are trying to create a more human world where you continue to be a person in the metaverse and distinct and have your humanity,” Brett explained. This mission-driven approach helped differentiate them in a crowded market.
5. Scale Deliberately, Even With Funding Despite raising significant capital, Kumo Space maintained discipline in their growth. “We didn’t get over our skis and hire a trillion people and light a bunch of money on fire. We deliberate about the team,” Brett shared. This approach proved particularly valuable during market downturns.

The success of Kumo Space demonstrates that even in markets dominated by tech giants, there’s room for new players who solve fundamental problems in unique ways. Their journey shows that product-led growth, combined with disciplined scaling and clear differentiation, can help startups compete effectively against larger competitors.

For founders building in competitive markets, the key takeaway is clear: focus on solving real problems differently rather than trying to outmatch incumbents at their own game. As Brett concludes, success comes from “creating technology and software and tools to facilitate those connections and the emergent greatness that comes out of them.”