7 Go-to-Market Lessons from Building a $300M Clean Energy Pipeline

7 Go-to-Market Lessons from Building a $300M Clean Energy Pipeline

Most founders chase the wrong customers first. They pitch incumbents who don’t feel pain, waste months on users who’ll never convert, and wonder why their solution isn’t gaining traction. In a recent episode of Category Visionaries, Adam Silver, CEO and Co-Founder of Plural Energy, shared how his company built a $300 million pipeline by doing the opposite—systematically finding customers who actually needed them, then building GTM strategies around perpetual value rather than one-time wins.

Lesson 1: Ask the Right Question to the Right People

The first critical GTM mistake Adam made? Talking to the wrong segment. When investigating renewable energy financing, he kept pitching large developers. The feedback was brutal. “I was like the most demoralized entrepreneur ever. I just kept hearing like, oh, nothing to solve here, kid,” Adam recalls.

The shift happened when Adam realized he had the right question but wrong audience. Smaller developers told a completely different story. “I started to kind of see this, you know, second part of the industry forming, which we sometimes have referred to as the missing middle, where there’s projects that are too big for you and my rooftop, but too small to be worth KKR’s time, that are really high quality and absolutely struggle to get financing.”

The lesson: Your ICP isn’t always who you think it is. If you’re hearing consistent “no problem here” feedback, you’re likely talking to the wrong segment.

Lesson 2: Find Religion Before Scaling

Adam uses a powerful metaphor for product-market fit. There’s a moment when you discover “religion”—when customers universally accept the problem you’re solving. “There’s a point in your process, where you start to feel like you found some, like, I guess, religion,” Adam explains.

This isn’t about getting a few positive calls. It’s finding a truth so self-evident to your target customer that mentioning it creates instant alignment. Once Adam found this with developers struggling to access capital, “company building is just kind of hits a different stride because, you know, like I’m onto something, I’m building the right thing.”

For platform businesses, this validation must happen on both sides. Don’t scale until you’ve found religion with each stakeholder group.

Lesson 3: Use Equity to Build Perpetual Pipeline

As a solo founder with limited resources, Adam couldn’t afford traditional sales infrastructure. His solution? Strategic advisors who provide ongoing value. “Use your equity to work for you through advisors,” Adam recommends.

But not just any advisors. Adam’s framework: advisors must provide “something in perpetuity.” One advisor previously ran the energy transition team at KKR and consistently sends deals. Another partners on every transaction: “Essentially now she and Plural Energy go to market together, where she does the debt and we do the equity.”

The result? “About $300 million of assets in our pipeline, and that’s been mainly inbound from just our network.” Don’t offer advisory equity for one-time help. Reserve it for people who will actively generate pipeline or provide intelligence you’ll need repeatedly.

Lesson 4: Lead with Economics, Not Guilt

Adam identified a fundamental messaging problem in clean energy: “So much of the climate industry and, like, the messaging around it was about guilt and, you know, we have to do this.”

This approach caps your addressable market to mission-driven investors. Adam’s reframe? Lead with the quality of the assets. “I think that you would be hard pressed to find a better risk reward profile than the deals that we bring to market,” Adam explains. “Guilt is only going to get you so far in the energy transition, whereas, you know, money gets you further.”

This applies beyond climate tech: if your product has both mission and economic value, lead with economics. You’ll attract mission-driven customers anyway, plus everyone else.

Lesson 5: Map All Four Barriers to Entry

When entering a complex market, most founders identify one or two obstacles. Adam systematically mapped four distinct barriers preventing capital from reaching renewable energy projects.

First, regulations creating artificial scarcity. Second, industry complexity making due diligence difficult. Third, transaction costs—”if you’re an up spending $2 million in legal and banking fees, you better be financing a pretty big deal.” Fourth, excessive intermediary layers extracting rent without reducing risk.

Each barrier required a different solution. Smart contracts addressed transaction costs and transparency. Simplified data rooms tackled complexity. The platform model removed intermediaries. Understanding this complete picture let Plural Energy build a comprehensive solution rather than a point fix.

Lesson 6: Avoid Building a Cult of Personality

The most valuable advice Adam received had nothing to do with energy or technology. An advisor warned him against building “a team in my image alone”—that if everyone constantly asks “what would Adam do?” he’d create “a cult of personality, not a company.”

“I still suffer from this,” Adam admits. “It’s really hard for me to see something go out the door that isn’t exactly the way I’ve done it, but I got to let it happen that way.”

This matters for GTM because founder-led sales can’t scale if the team is just trying to replicate you. Your go-to-market motion needs team members who think independently while moving in the same direction.

Lesson 7: Build for Perpetuity, Not Just Now

Adam applies his “perpetuity” framework beyond advisors to every aspect of the business. The question isn’t whether a strategy works today—it’s whether it creates compounding value.

Conference attendance isn’t just about immediate deals: “We go to a renewable energy conference, like, we hardly sleep. We’re just meeting with developers nonstop.” The goal is pipeline partnerships: “We partner with developers to essentially not just do one project with us, but do their entire pipeline with us.”

Smart contracts weren’t chosen because they’re trendy—they create persistent infrastructure that reduces costs on every transaction. Evaluate your GTM investments by their perpetual value. One-time wins are expensive. Compounding advantages build category leaders.

The Religion You’re Looking For

These seven lessons share a common thread: find the structural inefficiency others miss, validate it with customers who feel real pain, then build sustainable advantages. As Adam puts it, at the intersection of massive unmet demand and abundant capital seeking returns, “the fact that those, that people want to invest and the problem needs more money, it just didn’t make sense to me how those two problems could be together at once.”

That instinct—that something fundamental doesn’t add up—is often the beginning of religion.