Many tech founders assume that if their product has succeeded in one industry, it will naturally translate to another. But industry expansion is rarely plug-and-play. New industries mean new buyers, new problems, and new competitive landscapes. Without the right Go-To-Market (GTM) approach, even the best products struggle to gain traction.

In Wisdom from Wizards episode featuring Robb Monkman, CMO at Teal, we discuss a key insight:

“The best technologies don’t always win. It’s the products that communicate the most clearly about how they help customers overcome their problems that do.”

This advice is crucial for tech leaders expanding into new industries. So, how do you structure your GTM strategy for success?

1. Your Ideal Customer Profile (ICP) Will Change

Your existing ICP was built for one industry. Will it hold up in another? Likely not.

• Who experiences the biggest pain point in this new market?
• Who has the highest urgency to solve it?
• Who has the budget and decision-making power to pay for your solution?

Start with educated assumptions, but validate quickly. Conduct interviews, run pilot programs, and track early sales conversations to refine your ICP.

2. Redefine Buyer Personas

Even if your core product remains the same, your buyers might change. The decision-makers and influencers in one industry could be completely different in another.

• Are you targeting a CTO, a VP, or an end user?
• Does the buying process involve procurement, security, or compliance hurdles?
• What language and messaging resonates most with these new buyers?

Understanding who you’re selling to is just as important as what you’re selling.

3. Find Your Super Users Early

Not all customers are created equal. In a new industry, your first wins will come from super users — people who feel the most pain and are willing to adopt your product immediately.

Look for customers who:
✅ Have an urgent problem your product solves.
✅ Are actively looking for solutions.
✅ Are willing to pay because the pain is big enough.

These early adopters will give you validation, testimonials, and case studies to de-risk expansion for future buyers.

4. Nail Your Messaging to Cut Through the Noise

You and I are bombarded by thousands of messages daily. To get noticed in a new industry, you need to be hyper-relevant.

🔹 Lead with the problem — not your product.
🔹 Speak the industry’s language — not just generic business jargon.
🔹 Align with their existing priorities — not just what worked in your last market.

5. Align Sales and Marketing for Industry-Specific GTM

Your sales and marketing teams must be on the same page when entering a new industry. A common pitfall is applying old sales playbooks to new markets — and failing.

• Equip sales with industry-specific objection handling.
• Build targeted marketing campaigns that speak directly to the new audience.
• Create industry-focused collateral — case studies, whitepapers, and one-pagers that establish credibility.

Go-To-Market Success = Strategy, Not Guesswork

Expanding into a new industry isn’t about hoping your product will sell itself. It’s about intentional, strategic execution — refining your ICP, targeting the right personas, and delivering messaging that resonates.

As you scale, remember: the best products don’t always win. The products that communicate the most clearly and solve the biggest pain points do.

For more insights on Go-To-Market, check out my Amazon bestseller, Product Marketing Wisdom.