7 Go-to-Market Lessons From Building a $16M Value Stream Intelligence Platform

7 Go-to-Market Lessons From Building a $16M Value Stream Intelligence Platform

Most startups die from mistiming the market, not from bad products. They scale faster than the market can absorb them, crash into a ceiling, and burn through capital pushing a boulder uphill. Hersh Tapadia, CEO of Allstacks, watched this dynamic play out before building his value stream intelligence platform. His approach? Match your growth rate to the market’s growth rate.

In a recent episode of Category Visionaries, Hersh shared how Allstacks navigated the challenging waters of an emerging category, turning patient market development into a $16 million funding journey. Here are seven GTM lessons that B2B founders can extract from their experience.

Lesson 1: Embed First, Build Second

The conventional wisdom says to identify a problem, build a solution, then find customers. Hersh and his Co-Founder Jeremy Freeman flipped this. “We said, well, we’ll just embed ourselves into different teams. And as we do that, we’ll figure out what people are complaining about, and we’ll solve that problem.”

By embedding directly into engineering teams, they heard the same complaint repeatedly: “What everyone was complaining about was ultimately this problem of managing expectations between different stakeholders, because it’s really hard to get a read on what was going on.”

The principle: Place yourself inside the environment where the problem lives, long enough to hear the pattern beneath the noise.

Lesson 2: Reframe the Problem Around Emotion, Not Process

Hersh identified the emotional core of the problem. “When you think about what are you actually upset about? You’re actually upset about the surprise more so than you’re upset about what happened. It’s the way you found out.”

This reframing changed everything about how Allstacks positions itself. They’re not selling better metrics—they’re eliminating the surprise that damages trust between teams. Engineering leaders aren’t buying dashboards; they’re buying the ability to manage stakeholder relationships without constant firefighting.

Lesson 3: Make Adoption Frictionless by Conforming to the Customer

Previous value stream management tools required massive implementation projects. Teams had to restructure Jira, change developer workflows, and spend months aligning systems before seeing value.

Hersh took the opposite approach: “We’ve applied this intelligence layer to ValueStream management which is why we call it Value Stream intelligence. And what it allows us to do is it allows us to take this perspective of don’t change anything to get started you just plug in with all stacks.”

By conforming to how teams already work, Allstacks removed the services bottleneck and compressed time-to-value. “We find adoption goes a lot faster and value is realized a lot quicker in this agile way rather than this very manual whole hog way that you had to do in the past.”

The lesson: If your category requires behavior change, you’re not just selling software—you’re selling change management. Either price accordingly or eliminate the friction entirely.

Lesson 4: Time Your Growth to Market Growth, Not Your Burn Rate

Between 2018 and 2020, Allstacks spent significant energy on market education. “Why do you care about this data? Why is it important that you have this data? Yes, sales and marketing is data driven, but should engineering also be data driven?”

An investor had shared a critical framework: “Is the market growing faster than you are, or are you growing faster than the market’s growing?” If you grow faster than the market, you hit a ceiling and crash. “We’ve been able to kind of time our growth, some by luck, some by intentionality, to the growth of the market.”

The market shift came in 2021: “What we found is the market has totally come around to this position where we now when we interface with customers, we’re not teaching people why this data is important, what value they can get from it. What we’re showing them is how they can leverage the data to storytell.”

The takeaway: If you’re educating the market, watch for the inflection point when education shifts to differentiation. That’s when you accelerate growth.

Lesson 5: Teach Customers to Storytell, Not Just Track Metrics

Most analytics platforms stop at providing data. Allstacks teaches customers how to use data to advocate for resources internally.

“What we want to do is we want to get our customers to the place where they’re not saying, I need to understand this like baseline metric. I want to see how many stories we completed or how much code we constructed. We want them to be able to storytell with the data.”

This transforms customers into internal champions. “Our customers, they’re not just saying, here’s a dashboard, and I looked at it every week, they’re actually making persuasive arguments for the value they’re creating and the resources they need inside of their orgs.”

Lesson 6: Compete With Internal Solutions, Not Just Vendors

When Hersh looks at deal competition, he sees something unexpected: “Most of the deals that we go through we’re actually not competing at all. We’re going after them solo.”

The real competition? “What we’re actually competing with is maybe somebody, some enterprising person said this data is really important, I’m going to build something in tableau for Power bi to really get a handle on it. But now the organization is scaled to the point where that’s no longer tenable.”

This reshapes how you position and price. You’re replacing a homegrown solution that’s become a maintenance burden, not displacing a vendor.

Lesson 7: Use a Hybrid Model to Cover Multiple Buyer Profiles

Allstacks runs both self-service and sales-led motions simultaneously. They offer a free trial for teams who want to evaluate independently, while running a sales organization for upper middle market and enterprise customers.

Regardless of entry point, every customer gets access to customer success. “We have a very accessible customer success organization because ultimately we’re here to help teach you how to fish and help you solve problems.”

This hybrid approach captures both bottom-up adoption in fast-moving teams and top-down deals in larger organizations.

The Broader Pattern

What ties these lessons together is patience matched with intentionality. Hersh didn’t force market development—he watched for the inflection point. He didn’t force behavior change—he eliminated it. He didn’t just deliver data—he taught customers how to weaponize it internally.

For B2B founders building in emerging categories, the temptation is always to push harder and spend faster. Hersh’s journey suggests the opposite: match your pace to the market’s pace, remove friction, and invest in making customers successful inside their organizations.