5 Go-to-Market Lessons from TalentHub’s Category Creation Journey

5 Go-to-Market Lessons from TalentHub’s Category Creation Journey

Sometimes the most powerful business insights come from the most unexpected places. For TalentHub CEO Daniel Birkholm, it was a customer complaining about spending more time rejecting candidates than hiring them. This simple observation sparked a journey that would lead to creating an entirely new category in talent acquisition technology.

In a recent episode of Category Visionaries, Daniel shared how TalentHub evolved from a simple idea into a platform used across 160 countries. Here are five crucial go-to-market lessons from their journey that every B2B founder should consider.

1. Turn Customer Frustrations into Category Opportunities

When Daniel heard his customer say, “We are really not in the business of recruiting. We are in the business of rejecting,” he recognized more than just a pain point – he saw an opportunity to create an entirely new market category. The insight that companies had no visibility into how rejected candidates perceived them revealed a massive blind spot in talent acquisition.

The lesson here isn’t just about listening to customers – it’s about recognizing when a customer complaint points to a fundamental shift in market dynamics. As Daniel explains, “I truly believe that recruitment is becoming candidate centric and it’s going from being company centric.” This observation became the foundation for an entirely new product category.

2. Use Data to Drive Category Awareness

Rather than trying to convince enterprises they had a problem, TalentHub let data do the heavy lifting. “Before, talent companies didn’t have any insights into this, meaning that they did not understand that they potentially had a problem and that data can bring awareness and that awareness very often also create innovation,” Daniel shares.

This data-first approach accomplished two critical goals: it quantified an invisible problem and created natural pathways for product expansion. The strategy wasn’t just about selling a solution – it was about helping enterprises discover a problem they didn’t know they had.

3. Target Enterprises Early

While many B2B startups begin with SMBs, TalentHub deliberately focused on larger enterprises with complex recruitment processes. They targeted “bigger companies with several recruiters hiring manager driven approach to recruitment, where you have a centralized talent acquisition team that are responsible for the recruitment process, but where the execution can be in several departments, several countries.”

This enterprise-first strategy aligned perfectly with their category creation goals. Large organizations, with their distributed recruitment processes, had the most to gain from understanding and optimizing candidate experience at scale.

4. Adapt Go-to-Market Strategies by Region

TalentHub’s expansion across markets revealed important lessons about regional differences in enterprise sales. “I think the US market might be a bit quicker at actually deciding, to be honest, to implement our product. We have a bit shorter sales cycles in the US than we have in Europe,” Daniel notes. This insight shaped their market expansion strategy and resource allocation.

The key lesson here is that successful category creation requires understanding and adapting to regional market dynamics, even when selling to global enterprises.

5. Balance Outbound Excellence with Channel Diversification

TalentHub’s initial go-to-market success came from aggressive outbound sales, but Daniel acknowledges this created blind spots: “Maybe also because of the book that I mentioned in the beginning, we have focused a lot of on outbound and have been really aggressive on pitching to customers and I think that because that have been the focus, we haven’t really put that much focus and succeeded that much with inbound in our go to market.”

This honest assessment reveals a crucial lesson about the importance of diversifying go-to-market channels early, even when initial strategies are working well. Their experience shows that while specializing in one channel can drive early growth, long-term success requires a more balanced approach.

These lessons from TalentHub’s journey offer a masterclass in category creation and enterprise go-to-market strategy. By identifying fundamental shifts in market dynamics, using data to drive awareness, and strategically targeting enterprises, they’ve created more than just a successful product – they’ve pioneered a new way of thinking about talent acquisition.