The missing manual for enterprise AI GTM
If you’re on the GTM team for an AI product, you’re up against one big challenge: noise.
Your prospects are busy, overloaded, and not eager to give vendors much attention. Keep in mind, people want to log off, eat dinner with their families, and have space to be human.
Meanwhile, the hype of GenAI has flooded the market with promises that often fall short. One MIT study found that AI investments led to zero returns for 95% of companies. MarketWatch recently cited an analyst perspective that the AI bubble is 17 times the size of the dot-com bubble and four times
And yet, beneath the noise, there are AI builders quietly building durable companies—grounded in real business fundamentals, delivering measurable value, and earning their place in the market. These are the companies helping CFOs sharpen financial visibility, enabling real-time data access, scaling customer service intelligently, expanding access to financial services, powering breakthrough scientific discoveries, and reducing strain on the technical systems that keep our economies running.
If you’re driving GTM for an AI company delivering true, material value means knowing that your highest caliber customers don’t have time to waste.
Building a GTM that’s powered by real value and irrefutable trust
Too often, AI vendors rush to sell a promise: faster decisions, higher productivity, lower costs. They focus on developing the perfect sales pitch without understanding the customer success equation.
What’s going to happen after prospects adopt your solution?
GTM means architecting blueprints for the “what” and “how.” That means establishing a clear sense of:
Where to start. The first practical use case that fits into their existing workflows.
What success looks like. The metrics and baselines that prove adoption is working.
How to scale. The processes and guardrails that make it safe to expand.
This is the real gap in AI adoption today. The technology may be powerful, but without a detailed, pressure-tested roadmap, customers are left guessing. It’s the steps, context, and design principles that make ROI achievable—the conceptual bridge between aspiration and execution.
The power of the jobs-to-be-done framework
The Jobs-to-be-Done (JTBD) framework is how the enterprise AI success equation works together.
At its core, JTBD is the idea that people and organizations “hire” products and technologies to perform specific jobs that solve real problems in their lives or businesses. The focus isn’t on the features of the product itself, but on the outcome the customer is trying to achieve.
Applied to enterprise AI, this means the question isn’t “how intelligent is the model?” but “what job is this AI being hired to do, and how reliably does it deliver on that job?” A sales forecasting tool, a fraud detection model, or a customer support assistant all have different “jobs,” and adoption depends on whether the technology is embedded in a process that allows it to succeed at those jobs.
This reframing is powerful because it shifts the conversation away from abstract intelligence or forecasts that lack a basis in reality. The JTBD framework grounds adoption in focused, concrete, and attainable outcomes. Getting from A to Z is a function of moving through incremental milestones B, C, D, E, etc. first.
JTBD, market education, and GTM acceleration: How the dots connect
One of the biggest unlocks for enterprise AI GTM is reframing market education through the Jobs-to-be-Done lens. Most GTM teams default to teaching the market about their technology: how the model works, what the platform can do, and which features are unique. But prospects don’t wake up thinking about your architecture—they think about the job they need to get done.
Market education that’s structured around these jobs does three critical things:
Clarifies value faster
Instead of making prospects map your features to their problems, you do the translation for them. By articulating the job clearly—“closing the books faster,” “detecting fraud earlier,” “reducing support escalations”—you meet buyers where they already are.
Expands the addressable market
When you frame use cases as jobs, you give prospects language to discover themselves in your story—even if they’re not experts in AI. A controller might not know the nuances of LLM fine-tuning, but they understand the pain of delayed reporting.
Builds trust through repeatable outcomes
Jobs-based education shows that you understand the operational context, not just the technology. This creates confidence that your solution can integrate into real workflows, deliver results, and scale reliably.
The shift is subtle but powerful: educating the market about jobs—in addition to tech—builds alignment earlier, shortens sales cycles, and sets the foundation for durable adoption. Instead of pushing prospects through a generic sales funnel, you’re helping them see themselves in a structured, outcome-oriented narrative.
10 tactical GTM tips that market education helps you achieve
It’s one thing to understand the theory. It’s another to put it into practice when you’re juggling tight timelines, limited resources, and a noisy market.
1. Anchor on a core job story
Identify the single most urgent “job” your product solves for your best-fit customer segment—and lead with it everywhere.
Resource to produce: A flagship case study or narrative explainer (blog, keynote, or video) that shows the full arc: the before state, decision process, and measurable after effects. If a case study is not possible to produce — for instance, if the company is too early stage — develop a tangible, clear-to-grasp use case that explains your theory of change or job transformation practically.
2. Create jobs-based buying guides
Most GTM collateral defaults to features and benefits, leaving prospects to do the work of translating your product into their reality. Job-based buying guides flip that script by showing exactly how the product helps someone accomplish a specific job, step by step.
Resource to produce: A downloadable playbook or “How [Customer] Achieved X” guide. Structure it like a practical operating manual: define the job, outline the context, map your solution to each step, and close with tangible outcomes. If you don’t have customers yet, build the guide around a clear, credible hypothetical scenario that mirrors your ICP’s workflows.
3. Translate technical concepts into job outcomes
Market education often fails when teams lead with the brilliance of their technology rather than the clarity of the outcome. Framing technical capabilities through the lens of jobs helps prospects grasp value without needing to be AI experts.
Resource to produce: A series of short “Why this matters” blog posts, carousel explainers, or webinar segments. Each one should take a single technical concept (e.g., real-time inference, multi-entity reconciliation, LLM fine-tuning) and tie it directly to the job it enables, in plain language.
4. Use before–after narratives to show transformation
Nothing accelerates understanding like contrast. By vividly portraying the before state—the frustration, inefficiency, or risk—and the after state once the job is accomplished, you make the stakes and payoff tangible.
Resource to produce: A transformation-focused customer story (written, video, or animated) centered on a specific role’s journey. If customer stories aren’t available yet, build a role-based fictional scenario that mirrors real operational pain points.
5. Publish role-specific JTBD content
Different stakeholders “hire” your product for different jobs. Tailoring market education to each role creates resonance faster and reduces friction during multi-stakeholder deals.
Resource to produce: A set of persona-based LinkedIn posts, one-pagers, or landing pages. Each piece should articulate the job in that role’s language, show the pain points clearly, and highlight outcomes that align with their KPIs.
6. Highlight incremental wins, not just end states
Market education that only tells a “big vision” story can feel distant and unrealistic. Showing the intermediate milestones builds credibility and helps prospects imagine an adoption path.
Resource to produce: A phased case study or “milestones narrative” that highlights early wins (e.g., improved variance analysis) before the full transformation. If early customers are limited, use internal pilot results or modeled scenarios to illustrate the same arc.
7. Turn JTBD insights into category creation and education
Instead of just marketing your product, educate the market about the category of jobs your technology makes possible. This positions your company as a strategic guide, not just a vendor.
Resource to produce: A thought-leadership article, keynote, or webinar (e.g., “The 5 Jobs That Will Define the Future of Finance Ops”). Structure it around the jobs, not your product, to give the audience language to recognize themselves in the narrative.
8. Surface internal champions through job success stories
The most credible voices are those whose jobs your product has transformed. Champion stories build social proof, create emotional connection, and give your audience a peer to identify with.
Resource to produce: A spotlight interview, Q&A, or customer video with a power user (e.g., finance leader, fraud lead, support manager) describing their job transformation and the ripple effects for their team.
9. Frame feature and product launches as job expansions
Every new feature or product should be framed in terms of the new job it enables—or how it improves an existing job. This creates clarity, accelerates comprehension, and drives adoption beyond early champions.
Resource to produce: A launch blog post, deck, or webinar structured around “Here’s the new job you can now do,” rather than a list of technical enhancements.
10. Build repeatable JTBD patterns into sales enablement
Market education doesn’t stop with marketing — it should be embedded into how sales teams tell stories. Equipping them with clear, repeatable job narratives ensures messaging consistency and speeds up deals.
Resource to produce: An internal GTM narrative deck, knowledge, or story library. For each core job, outline the pain points, before/after transformation, metrics, and proof points so reps can adapt the story fluidly to different conversations.
Bringing it all together
In a noisy, hype-saturated market, the companies that break through aren’t the ones shouting the loudest. They’re the ones teaching the market how to understand real value — and backing that education with proof.
A GTM strategy grounded in jobs-to-be-done doesn’t rely on clever pitches or wishful thinking. It aligns your message with the problems your customers are already trying to solve, gives them language to see themselves in your story, and builds the trust required to scale responsibly.
This work isn’t glamorous. It’s methodical. It requires clarity about the job your product performs, honesty about what it takes to get there, and the discipline to educate the market accordingly. But for teams willing to do it, the payoff is enormous: faster sales cycles, deeper adoption, and a durable position in a market that’s only getting noisier.
If you’re building GTM for an AI product with real substance, this is your playbook. Don’t just sell the promise — teach the “how,” anchor in real jobs, and earn your place.