After a packed AI Building Day, we continued LA Tech Week with Startup Growth Day, a full schedule of sessions focused on go-to-market strategy, founder journeys, and scaling startups in the age of AI.
We hosted three full days of events at LA Tech Week:
- Day 1: AI Building Day – Exploring how founders are building and scaling AI startups
- Day 2: Startup Growth Day – Hands-on tactics for go-to-market and growth
- Day 3: AI Search Day – Navigating the new frontier of AI-driven search
This post covers Day 2: Startup Growth Day, which featured four sessions packed with practical insights, frameworks, and founder stories:
Slides For All Sessions:
Session 4: Buyer Journey Frameworks – The Secret to B2B GTM Success
During LA Tech Week, Tony Yang, Head of Growth at Mucker Capital, explained how companies can transform their go-to-market motion by shifting focus from funnels to buyer-centric decision paths.
Traditional marketing and sales funnels track internal metrics such as MQLs, SQLs, and conversion rates, helping teams coordinate workflows. But these funnels are company-focused, not reflective of how real buyers make decisions. The Buyer Journey Framework, in contrast, begins with the buyer’s mindset what motivates them to question the status quo, how urgency develops, and what beliefs ultimately drive them to purchase.
Building Value Statements That Move Buyers Forward
Every persona or ICP moves through the six stages of a decision:
- Loosening the Status Quo – realizing the current way of doing things no longer works.
- Committing to Change – acknowledging that change must happen now.
- Exploring Possible Solutions – looking at different approaches or tools.
- Committing to a Solution – recognizing one solution fits best.
- Justifying the Decision – validating ROI and internal buy-in.
- Making the Selection – moving forward with confidence.
To guide prospects through these stages, teams should write value statements, short belief shifts that buyers need to internalize before advancing. For instance, an HR leader might realize, “Our onboarding takes too long and hurts employee productivity,” before being open to automation tools that solve it.
Here are the Buyer Journey Framework and the Content Audit / Asset Map templates that Tony shared during the presentation.
Content and Nurture Programs Aligned to the Buyer Journey
After defining value statements, companies should audit their existing content. Each piece, from blogs to case studies, should support a specific persona and buyer stage. Mapping these assets exposes gaps and helps prioritize what to create next.
Group the six stages into three clusters for practical use:
- Why / Why Now (Stages 1-2) – awareness and urgency content.
- What (Stages 3-4) – solution education and differentiation.
- How (Stages 5-6) – ROI proof, testimonials, and case studies.
This mapping naturally evolves into a nurture framework. Instead of generic product emails, each drip sequence should deliver content that helps a prospect reach the next mindset milestone.
Smarter Lead Scoring with Buyer Journey Signals
Finally, Tony proposed replacing generic engagement-based lead scoring with one that tracks progress through the buyer journey. Leads earn points based on which stage-specific content they engage with, combined with ICP and persona fit.
The result is that marketing and sales can tell when a contact is not just active but genuinely ready. An MQL, in this model, is someone who has already been convinced of the why and why now, not merely someone who downloaded an eBook.
Key Takeaway
Companies that master this approach stop guessing where buyers are. By designing content, nurture, and scoring around each decision stage, they move beyond random outreach and start guiding prospects with clarity and purpose, turning awareness into action.
Session 5: Building From 0–1: Early Stage Founder Panel
The panel brought together a diverse group of founders and operators who have lived through the earliest, scrappiest, and most defining stages of startup life. Together, they explored what it truly takes to move from idea to traction, from zero to one.
Panelists:
- Chris Sheng, Founder & CEO of LeadrPro
- Melissa Painter, Founder & CEO of Breakthru
- Mat Lefkofsky, Co-founder & CEO of Porter
- Jordan Mackler, Co-founder & CEO of ScribeUp
- Nick Lockett, Co-founder & CTO of Pear Suite
- Jenn Kranz, Investor at Mucker Capital (Moderator)
Finding the Spark – Why Founders Start
Each founder began by reflecting on the moments that pushed them to take the leap. For some, it was recognizing an overlooked problem in their industry, for others, it was frustration with existing systems or processes that felt broken. Melissa Painter shared how her journey in immersive media revealed an opportunity to create more human, embodied tech experiences. Nick Lockett discussed the importance of curiosity, explaining, “You can’t fake energy for a problem you don’t care about. The spark has to come from somewhere deep.”
The panel agreed that clarity of purpose is critical early on, not necessarily in product-market fit, but in the why behind what’s being built. That conviction becomes the anchor during uncertain stages.
From Idea to Execution – Learning by Doing
Jordan Mackler emphasized that early founders often overestimate the importance of planning and underestimate the importance of momentum. “Execution is everything. You learn faster by doing than by debating your way to a perfect plan.”
Mat Lefkofsky added that Porter’s early days were about building resilience loops: testing fast, breaking things, and iterating based on feedback. Jenn Kranz reinforced the value of iteration and curiosity, encouraging founders to stay open to experimentation and customer learning rather than waiting for perfect clarity.
Hiring and Building the First Team
When the discussion turned to hiring, all agreed: early hires shape company culture more than any later stage will. Melissa advised founders to “hire missionaries, not mercenaries.” She noted that skill can be taught, but early-stage alignment on values and curiosity is what keeps the team moving through chaos.
Nick Lockett shared how Pear Suite built its first team by focusing on flexibility and breadth – hiring generalists who could wear multiple hats. The panelists discussed the tension between finding experienced operators versus giving opportunities to ambitious self-starters. The consensus: hire for learning velocity, not resumes.
Navigating Fundraising and Investor Expectations
The founders were candid about the realities of fundraising in today’s environment. Jordan pointed out that “investors are more focused on fundamentals, sustainable growth, clear metrics, and a believable path to profitability.” Several founders mentioned that delaying fundraising helped them build leverage and better terms once traction was proven.
Jenn emphasized that being transparent with investors early, about both wins and challenges, builds long-term trust. “Founders sometimes think they need to have every answer. The truth is, good investors want to see how you think through uncertainty.”
Learning to Pivot – Listening to the Market
Each founder shared lessons from pivots they’ve made. Melissa described shifting from B2C to B2B after realizing her product’s value was better suited for enterprise customers. Mat talked about early misfires in feature prioritization before aligning with customer feedback loops. Chris underscored that pivots don’t mean failure, they’re data-driven corrections. “The worst mistake isn’t changing direction, it’s refusing to acknowledge when you should.”
Advice for Founders Going From Zero to One
The panel closed with quick lessons every founder wished they knew earlier:
- Start with pain, not passion. Solve a real, burning problem that matters to someone specific.
- Talk to customers weekly. The best insights rarely come from dashboards, they come from conversations.
- Stay scrappy, but deliberate. Move fast, but know what metrics matter.
- Protect your time. Founders’ most valuable resource is focus.
- Build for learning, not validation. Every experiment should teach you something actionable.
As Chris summed up: “Early-stage building isn’t about doing everything right. It’s about staying alive long enough to learn what right looks like.”
Session 6: Stay Scrappy & Scale: GTM in the Age of AI
Chris Sheng, Founder & CEO of LeadrPro and Growth Advisor at Mucker Capital, led a fast-paced session on building and optimizing go-to-market (GTM) strategies in the age of AI.
The Foundations of Go-To-Market
GTM strategy always revolves around three core variables: channels, messaging, and audience. Each must be tested and refined systematically to generate traction. Many early-stage founders overvalue product quality while underestimating the challenge of awareness. Even the best product can fail without trust, social proof, and clear messaging. As Chris noted, “You could have the cure for cancer in your fridge, but if no one knows who you are, no one will buy it.”
Creative Channels and Context
Outbound channels extend far beyond email and LinkedIn. Depending on the audience, even old-school tactics like direct mail or fax can work. The goal is to meet customers where they are, not where it’s easiest for the company. Every effort should focus on tangible outcomes, AI tools and automations must drive measurable revenue, not just activity. Context matters. Each AI-powered workflow or tool should connect directly to a business objective.
Messaging That Builds Trust
The hardest part for early-stage founders is earning credibility. Social proof is a powerful shortcut, highlight recognizable universities, companies, or media outlets that instantly establish trust. Third-party validation, such as citing respected reports from McKinsey or the Wall Street Journal, helps create urgency and legitimacy.
The session included a memorable Fight Club analogy, comparing the way tension and rebellion drive participation in the film to how founders can spark engagement. Just as the movie builds energy through emotional release and a shared cause, effective GTM strategies tap into urgency and emotion to build a loyal, passionate community around a product or idea. Founders must create urgency and emotional triggers that compel engagement. Before selling, focus on sparking genuine conversations that lead to trust.
Audience Prioritization and TAM/SAM/SOM
A strong GTM strategy requires clarity about the real addressable market. Understanding TAM, SAM, and SOM helps founders identify who they can serve today, not just who they aspire to reach. Tailoring messaging and channels to each segment sharpens precision and improves results. Early wins often come from bottom-up targeting, serving smaller, reachable audiences before scaling.
How AI Really Fits In
AI’s true advantage lies in speed and scalability, not replacement. It accelerates research, segmentation, and content creation, but it can’t replace human connection. Poorly executed automations can produce a flood of low-quality, impersonal content that damages brand trust.
Founders should first manually validate what works, then use AI to amplify proven strategies. As Chris put it, “Lock yourself in a basement and make 1,000 cold calls. Once you know what works, then scale it.”
Data Discipline and Practical AI Use
Strong GTM execution depends on disciplined data tracking. Founders need to know key metrics: how many calls lead to demos, how many demos convert to customers, and what steps drive conversion. Simple workflow improvements, like collecting mobile numbers for text reminders, can dramatically increase meeting attendance.
AI tools mentioned during the session included:
- ChatGPT and Perplexity for research and ideation
- Make and n8n for workflow automation
- PhantomBuster, Lemlist, Instantly, and Bird for outbound email operations
- CoPilot and Lovable for rapid front-end development
- Slack integrations for tracking customer behavior and triggering actions
Final Challenge for Founders
Every founder must decide where they are in their GTM journey and act accordingly:
- Stage 1: Build a thesis, define one channel, one message, and one audience to test.
- Stage 2: Create a repeatable process that delivers a measurable positive outcome.
- Stage 3: Once proven, use AI to scale.
Early-stage success isn’t about perfection, it’s about persistence and iteration. The companies that win are those that stay disciplined long enough to learn what works, and then scale it relentlessly.
Founder Mindset and Desperation as a Catalyst
The session also highlighted how some of the most creative GTM ideas come from moments of pressure. Chris shared that his best breakthroughs often happened when he was running out of money, describing times when he didn’t know if his card would work at the grocery store. That mindset of desperation forces focus, speed, and creativity. Founders who embrace that urgency are often the ones who move the fastest.
Small Wins, Personal Connection, and Content as GTM Strategy
He emphasized the power of small, consistent wins, stacking credibility by gathering 50 recognizable logos or testimonials in just a few months. Each small proof point compounds into momentum, signaling traction to investors and customers alike.
Another key takeaway centered on the importance of personal connection. Something as simple as an SMS reminder before a meeting can double attendance rates, proving that human touches still matter even in automated workflows.
Finally, Chris touched on how content creation and events can serve as extensions of a GTM strategy. Podcasts, workshops, and panels aren’t just for awareness, they’re tools to build trust and create ongoing conversations that drive engagement.
Session 7: From Exec to Founder: What Does It Take?
In this session, Chris Sheng, Founder and CEO of LeadrPro, shared an honest perspective on the emotional and strategic shifts that come with moving from an executive role to founding a startup. The discussion highlighted what it truly takes to lead when the safety net is gone and every decision directly impacts the company’s future.
Those who deeply understand their market can shorten the learning curve, anticipate challenges, and make smarter early decisions that help them survive longer.
The Leap from Comfort to Chaos
Transitioning from an executive role to becoming a founder means giving up structure, predictability, and support systems. Executives often have teams, processes, and established brand equity. Founders start with none of that. The shift requires developing a tolerance for uncertainty and the ability to create clarity where none exists. It’s a marathon disguised as a sprint, requiring endurance and consistent energy to navigate the constant grind of building from scratch.
The hardest part isn’t building the product, it’s maintaining emotional resilience when things don’t go as planned. Many underestimate the loneliness and personal accountability of the founder role. Success demands learning to thrive in ambiguity, make fast imperfect decisions, and still lead with conviction.
Building with Intent, Not Ego
Founders often fall into the trap of building for validation instead of impact. The conversation emphasized that early success depends on building something people genuinely need, not just what feels exciting to create. The difference between a good idea and a sustainable business lies in customer obsession, talking to users every day, listening deeply, and being willing to pivot when feedback contradicts the vision.
Building with intent means creating systems and culture from day one. That includes documenting processes early, setting expectations for ownership, and ensuring that every new hire multiplies momentum rather than adding friction.
Chris warned against ‘product perfectionism’, noting that many founders waste precious time polishing details instead of shipping quickly, gathering feedback, and improving in real time.
Scaling Yourself Before Scaling the Company
Growth exposes weak spots. Before scaling the team or product, founders must scale themselves, learning to delegate, communicate with clarity, and prioritize their own well-being. The best founders recognize their limits and bring in operators, advisors, or tools to fill gaps rather than trying to master everything.
A key theme was emotional self-awareness. Pressure doesn’t just test business models, it tests people. Founders who succeed long-term treat self-management as seriously as fundraising or product-market fit. That might mean therapy, coaching, or simply scheduling space to think.
Fundraising and Founder Psychology
Fundraising was discussed as both a financial and emotional exercise. The best founders don’t chase capital; they align with investors who share conviction in their mission. The session encouraged founders to approach fundraising from a position of strength, showing traction, data, and focus, rather than desperation.
At the same time, rejection is inevitable. Resilience, again, becomes the differentiator. Founders who understand their own story and communicate it with honesty tend to attract believers rather than just backers.
Curiosity And Purpose
The closing reflection emphasized curiosity over passion, noting that long-term founders stay motivated by curiosity rather than excitement, which fades over time.
The journey from executive to founder is not about status, it’s about purpose. It requires unlearning old habits, embracing discomfort, and replacing certainty with conviction. Those who succeed do so by balancing vision with execution and courage with humility, the combination that ultimately turns experience into leadership.
Thanks to our sponsors J.P. Morgan and Venture Best® for making it all possible.
