From Box to Culture Amp to Gated: A GTM Leader’s Framework for Scaling B2B Companies

From Box to Culture Amp to Gated: A GTM Leader’s Framework for Scaling B2B Companies

Scaling B2B companies requires more than just following standard playbooks. In a recent episode of Category Visionaries, Andy Mowat shared insights from growing go-to-market motions at multiple unicorns, revealing patterns that transcend individual companies.

Breaking Down Silos

The first principle of Andy’s framework is integration. When joining Culture Amp, he rejected a narrow role: “They said, oh, we want somebody to run sales ops. And I said, I have no interest. And they said, what do you want? And I said, well, give me all marketing systems and operations, all sales and all post sale and then all the data and infrastructure.”

This integrated approach helped drive Culture Amp “from 4 million to 80 million in revenue in four years.”

Systems Over Tactics

Rather than pursuing one-off wins, Andy focuses on building repeatable systems. “I think I’ve just seen how companies can get siloed and how at the same time if you have people that are thinking across the entire go to market, it can be so much more effective.”

This systems thinking extends to growth strategies. When founders ask for quick fixes, Andy challenges them: “Explain to me what your business is uniquely good at and let’s think of how you can have a unique approach to demand gen versus just going out and buying a bunch of SEM ads.”

Thoughtful Team Scaling

A common pattern across companies is the temptation to rapidly expand teams after initial traction. Andy takes a more measured approach: “We didn’t build a huge team, but we added maybe one or two extra people that I would have held back on.”

He advises founders to clearly distinguish between acceleration and hockey stick growth before scaling: “I would almost have held on longer on the staffing up to really understand, like, okay, is it just accelerating or is it hockey sticking?”

Mission-Driven Growth

Across companies, Andy has found that sustainable growth comes from mission alignment. At Gated, “What I said very early to my Co-Founder was not everyone will use the tool, but I want everybody to believe in the mission of what we’re trying to do.”

This mission focus helps build authentic advocacy. As he explains, “I think we’ve really inspired a lot of people. If you look at our LinkedIn, you’ll see there’s a ton of advisors of people that are very prominent, that are helping us out.”

Intellectual Honesty

Perhaps the most crucial element of Andy’s framework is maintaining intellectual honesty about what’s working. “You have to have intellectual honesty,” he emphasizes. This principle led to pivotal decisions at Gated despite strong user satisfaction, recognizing that their initial product “would be a smaller business that wouldn’t drive the impact.”

Key Framework Elements

From Box to Culture Amp to Gated, several principles remain constant:

1. Integrate go-to-market functions rather than operating in silos
2. Build systems and processes rather than relying on tactics
3. Scale teams thoughtfully based on genuine growth patterns
4. Focus on mission alignment over mechanical growth
5. Maintain intellectual honesty about progress and potential

The framework emphasizes sustainable growth over quick wins. As Andy demonstrates through his work at multiple companies, successful go-to-market strategy requires thinking holistically about how different functions work together to drive meaningful impact.

When applied thoughtfully, these principles can help companies avoid common scaling pitfalls and build sustainable growth engines. The key is understanding that go-to-market success comes from systematic thinking and integrated execution, not just implementing standard playbooks.