6 Counter-Intuitive GTM Lessons from Govly’s Path to $4M ARR

6 Counter-Intuitive GTM Lessons from Govly’s Path to $4M ARR

Sometimes the most valuable GTM lessons come from doing the opposite of what conventional startup wisdom suggests. In a recent episode of Category Visionaries, Govly founder Mike Weiland shared how they built a $4M ARR business by breaking common B2B growth rules.

1. Know When to Abandon “Best Practices” When Govly’s expensive email campaigns failed, they didn’t optimize – they abandoned ship entirely. “After four months even he declared our outbound email campaign as an abject failure, which was a special, very expensive, special lesson that we learned,” Mike revealed. Instead of trying to fix their email strategy, they pivoted to cold calling, a move that would become central to their growth.
2. Product-Market Fit Often Starts at Home Rather than trying to identify market opportunities through research, Govly built something they needed themselves. “Govly grew out of that company because we needed software to help manage our own internal operations,” Mike explained. “And it turned out that software created was valuable to somebody else and turns out to industry as a whole.”
3. Marketing Can Wait Contrary to the common advice to invest early in marketing, Govly scaled to substantial revenue without a marketing team. “We didn’t have any marketing all the way through our series a. We were mostly up until Y Combinator, were founder led sales,” Mike shared. They focused on founder-led sales and networking until after raising their Series A.
4. Build a Repeatable Sales Process Before Scaling Instead of rushing to hire salespeople, Govly first established a systematic approach. Mike explained how “We have our CEO Oliver put in place basically a monitoring, a tracking and a repeatable sequencing for making these phone calls.” This process-driven approach turned what many consider an outdated tactic into a scalable growth engine.
5. Focus on Becoming Business-Critical Rather than pursuing growth at all costs, Govly focused on becoming indispensable. “We’ve become not necessarily a nice to have product, we’ve become a business critical product. People depend on us every day,” Mike emphasized. This focus on essentiality drove their growth from $360,000 in ARR at the end of 2022 to $1.3M in 2023, with projections of $4M for 2024.
6. Invest Heavily in Your Key Differentiator For Govly, their BDR team became their secret weapon. “I think the BDR role is one of the most underappreciated roles, at least for us. These guys are magicians,” Mike shared. “Our team is, they are magical in what they do, in the quantity of meetings that they land for us and set up our AE’s is just amazing.”

The results speak to the effectiveness of this unconventional approach. But perhaps more importantly, they highlight a crucial truth about B2B GTM strategy: success often comes not from following the playbook, but from understanding your market deeply enough to know when to throw the playbook away.

For founders building in complex, relationship-driven markets, Govly’s experience offers a valuable lesson: sometimes the most effective growth strategy is the one that seems outdated or unfashionable. The key is matching your approach to your market’s actual behavior, not to current startup trends.

Their vision extends beyond just being a successful business. As Mike puts it, they want to “make government contracting accessible to everyone in a meaningful, transparent and secure way.” This clarity of purpose, combined with their willingness to buck conventional wisdom, has positioned them to reshape how government contracting works.