When should I use /working-with-gtm?

Use to apply GTM collaboration constraints and navigate cross-functional coordination challenges.

What if marketing promises features we can't deliver?

Never approve claims that engineering can't deliver; recalibrate messaging with product and escalate as needed.

How often should feedback reach product?

Maintain a regular cadence (weekly or biweekly) and explicitly close the loop so GTM sees how their input was used.

working-with-gtm

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npx machina-cli add skill Dragoon0x/Product-Skills/working-with-gtm --openclaw

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SKILL.md

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Working with GTM

Partner with go-to-market teams so what you build actually reaches customers.

How to use

/working-with-gtm Apply GTM collaboration constraints to this conversation.
/working-with-gtm <situation> Navigate a specific GTM coordination challenge.

Constraints

Sales Enablement

MUST ensure sales can articulate the product's value prop in their own words before launch
SHOULD create internal launch materials: one-pager, competitive positioning, FAQ, demo script
MUST brief sales on what's coming with enough lead time to adjust pipeline conversations
NEVER launch to customers before sales and support are trained
SHOULD build a feedback loop: sales loss reasons MUST reach the product team regularly

Marketing Coordination

MUST define the positioning and messaging together, not throw it over the wall
SHOULD agree on launch tier (big deal, notable, incremental) and let marketing calibrate effort
MUST give marketing the user story, not the feature list. They need the narrative.
NEVER approve marketing claims about the product that engineering can't deliver
SHOULD provide marketing with customer quotes, data, and use cases for content

Customer Success

MUST ensure CS knows about changes before customers discover them
SHOULD build a feedback pipeline: CS talks to customers daily — their insights are gold
MUST address CS concerns about product changes that could trigger churn or support load
NEVER ignore CS input on what customers actually struggle with — they see it firsthand

Feedback Loops

MUST establish regular cadence for GTM feedback → product decisions
SHOULD track: sales loss reasons, top support tickets, feature requests, churn reasons
MUST close the loop: tell GTM what you did with their feedback, even when the answer is "not now"
NEVER let GTM feel like feedback goes into a black hole

Anti-Patterns

The Handoff: building the product and throwing it to GTM to figure out
Sales-Driven Roadmap: letting the loudest deal dictate what gets built
Launch Amnesia: no enablement, no training, no materials — just a changelog entry
Feedback Black Hole: collecting GTM input and never acting on it or explaining why
Marketing Disconnect: product says one thing, marketing says another, customers are confused

Source

git clone https://github.com/Dragoon0x/Product-Skills/blob/main/skills/collaboration/working-with-gtm/SKILL.mdView on GitHub

Overview

Working with GTM partners marketing, sales, and customer success to ensure what you build actually reaches customers. It covers launch coordination, sales enablement, and feedback loops to align product with market needs. Use this skill when launches aren’t driving adoption, sales can’t articulate the value prop, or customer feedback isn’t reaching the product team.

How This Skill Works

Apply GTM collaboration constraints within conversations to coordinate cross-functional readiness. Define ownership for messaging, enablement materials, and feedback loops; align on launch tier; train sales and CS before release; and establish a regular cadence for feeding customer insights back to product, closing the loop on outcomes.

When to Use It

Launches aren’t driving user adoption or trial activation
Sales can’t articulate the product's value proposition in customer conversations
Customer feedback isn’t reaching the product team for iteration
Marketing messaging and product reality aren’t aligned on launch messaging
CS workload spikes or churn risk after a release due to unaddressed changes

Quick Start

Step 1: Align GTM stakeholders and define launch tier and goals.
Step 2: Produce enablement materials and schedule sales/CS training.
Step 3: Set up a GTM feedback cadence and a clear loop to product with reporting.

Best Practices

Ensure sales can articulate the product's value prop in their own words before launch
Create internal launch materials: one-pager, competitive positioning, FAQ, demo script
Brief sales on what's coming with enough lead time to adjust pipeline conversations
Build a feedback loop: sales loss reasons must reach the product team regularly
Establish a regular GTM feedback cadence and close the loop on outcomes

Example Use Cases

A product launch includes joint GTM briefs, updated demo scripts, and aligned messaging.
Marketing and product align on positioning, avoiding inconsistent claims.
Sales and CS are trained before rollout to minimize support load after launch.
Customer feedback collected by CS daily is fed into the product roadmap with visible actions.
Post-launch debrief explains why a top feature was delayed and what changed in messaging.

Frequently Asked Questions

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