The Go To Market Company Manifesto
First Principles Thinking

First principles are the fundamental building blocks of an idea. They're the most indivisible part that we know to be true, and that we use to build more complex thoughts. I know this sounds a little abstract right now, but let me give you some history and analogy and an example.
Thinking from first principles isn't a new or groundbreaking idea
In fact, it's been the dominant mode of thinking among all great scientists and philosophers for a while now. It's probably the single most consistent factor among great thinkers, although there have been many practitioners of this way of thinking. I'd like to zoom in on one that you may have heard about; Aristotle.
He was a prolific organizer who believed that everything could be divided into categories and subcategories. The smallest subcategory in any domain is what we would call a first principle. He was also one of the earliest empiricists that we know; someone who believes that all knowledge is achieved through experience.
As one of the earliest major contributors to the study of biology, it makes sense that Aristotle was a first principles thinker. He would dissect animals to gain real world knowledge and then use his capacity for reason to organize and categorize the information. This cycle of seeking knowledge through experience and using reason to give its structure is how one comes to know the first principles of a subject.
Aristotle believed that we couldn’t claim to truly know something unless we understood it from its foundations — the most basic elements that everything else depends on. With that in mind, let’s shift into a more tangible analogy to explain what first principles thinking looks like in practice.
Imagine you’re trying to understand how a mechanical wristwatch works
A conventional thinker might look at the watch face, note that it tells the time accurately, maybe admire its design, and conclude that it’s “a tool that shows hours and minutes.” That’s not a wrong answer, but it’s superficial. It doesn’t tell you anything about how the watch actually functions.
A first principles thinker would approach it differently. They would remove the back case and begin studying what’s inside. They’d notice the motion of the gears, how each cog is attached to a smaller spring or tensioning component, and how those elements work together to regulate energy. They would see that every small mechanical decision — gear size, tooth shape, material tension — contributes to the accuracy of the time being shown on the face.
Instead of just identifying what the watch does, they would ask how and why each part plays the role it does. They would begin mapping how the system works as a whole — not just as a collection of parts, but as an interdependent mechanism.
At this point, the scattered observations; the “free-floating facts” — start forming a structured understanding. They’re no longer just looking at springs and screws; they’re seeing a coherent system with cause and effect.
Now compare this to someone who tries to build a watch by copying the outside only. They could replicate the dial. They could mimic the weight and casing. But without understanding how energy is stored, transferred, and regulated — without seeing how one gear drives another — their watch might look real, but it won’t keep time.
That’s the key difference.
The conventional thinker assumes surface behavior tells the whole story. The first principles thinker traces the behavior back to its origin — the inputs, the structure, the physics — and sees how it all connects.
In other words: a first principles thinker understands that precise timekeeping begins not with the hands, but with the movement. They have a deeper, more reliable form of knowledge.
The Go To Market Company Manifesto
Thinking About Go-To-Market from first principles

Let’s apply the same first principle thinking to your go-to-market operation.
A company’s revenue engine is made up of go-to-market plays. Each play is made up of repeatable motions. Each motion is made up of smaller component steps. Each step is powered by measurable inputs; things like CAC, ACV, conversion rates, sales velocity, and time-to-value.
Each input is governed by behavioral drivers like human decisions, friction points, time sensitivity, incentive structures, buyer psychology
Each behavioral driver is shaped by underlying constraints; pricing model, ICP definition, market dynamics, internal bandwidth, team skill levels
Each constraint ultimately reflects a design decision — made (explicitly or not) by the founder or team: what to optimize for, what trade-offs to accept, what kind of system this is meant to be
Understanding go-to-market from first principles means asking questions that fundamentally changes the game you are playing
In 2002, Musk began his quest to send the first rocket to Mars — an idea that would eventually become the aerospace company SpaceX.
He ran into a major challenge right off the bat. After visiting a number of aerospace manufacturers around the world, Musk discovered the cost of purchasing a rocket was astronomical: up to $65 million. Given the high price, he began to rethink the problem.
“I tend to approach things from a physics framework,” Musk said in an interview. “Physics teaches you to reason from first principles rather than by analogy. So I said, okay, let’s look at the first principles. What is a rocket made of? Aerospace-grade aluminum alloys, plus some titanium, copper, and carbon fiber. Then I asked, what is the value of those materials on the commodity market? It turned out that the materials cost of a rocket was around two percent of the typical price.”
Instead of buying a finished rocket for tens of millions, Musk decided to create his own company, purchase the raw materials for cheap, and build the rockets himself. SpaceX was born and within a few years, SpaceX had cut the price of launching a rocket by nearly 10x while still making a profit.
First principle test
It still might feel a little complicated, and frankly that’s okay. It’s supposed to be hard. It does demand real effort to reflect, dig deep, and find the questions that unlock clarity. Especially when you’re trying to scale a startup.
Let’s play a quick game. Look at the maze on the right and see if you can follow it with your eyes from start to finish in less than 20 seconds.
This is the path that most people take. It’s the fastest path using no additional assumptions.
But did you think about going this way?
Often when we look at things; how to make a rocket, grow a SaaS product or solve a maze puzzle - we say: “What are the rules? And what are the assumptions about the rules of the problem we are going to solve or face?”
Because every time we looked through a solution book for mazes, we have always seen figure 2 and never figure 3.
Are you starting to understand how this applies to thinking about your go-to-market architecture?
Continuing on our maze analogy - we can even ask if this is truly the dimensions we have to work with. Is it a two-dimensional maze or is it a three-dimensional maze?
Now is the time to design your go-to-market system
This isn’t meant to be a thought piece. It’s not a launch announcement. It’s more like a quiet warning — or maybe a hand reaching out — to a very specific type of founder. You built the product. You got early traction. You might even have hit €1M ARR. And now you’re stuck.
Not stuck as in dying. Not failing. Just... in the fog. The customers are there, but you can’t seem to scale it properly. You’re hiring some people, trying some campaigns, fixing the onboarding. But it’s not compounding. The system doesn’t feel right.
And you start asking yourself:
Is it me? Is the product not as good as I thought? Should I hire someone senior? Are we too early for this motion? What if we’ve peaked
I’ve had those thoughts. I’ve seen founders at €500k ARR having them, and I’ve seen them at €5M ARR too. The fog doesn’t care about your number.
What I’ve come to believe after 15 years of being inside these problems; is that most of the time, it’s not your fault. It’s the system. Or more precisely: the lack of one.
None told you to build revenue like an engineer. You learned to think like a founder, a product person, maybe even a marketer. But no one sat you down and said:
"Here’s how you design a go-to-market system from scratch. An actual machine that works, day in, day out — even when you're not in the room." Not even the VCs that is now crossing their fingers betting on you pulling it off.
The startup world tricked you into believing that product-market fit was the goal. That if you got there, things would start to work by itself. But the data says otherwise; most funded SaaS startups never get past €1–2M ARR. Even fewer make it past €10M; instead they head into the notorious valley of death.
And it’s not because the product wasn’t good.
It’s because the go-to-market system was never built from first principles.
Get in touch
Let's talk Go-To-Market and opportunities for growth.
Find a timeslot that works for you or email adrian@gtm.company