why do we exist?

Every sales tool is built for sellers. Nobody gives a shit about buyers. That's why everyone loses.

Our mission: Build a world where every GTM interaction in B2B actually matters to both sides.

Here's why that mission exists and why it's not just another corporate platitude.

You know that scene from "Through the Looking-Glass" where Alice has to run as fast as she can just to stay in place? That's modern B2B sales. We've created a system where every participant—sellers, buyers, the tools themselves—are trapped in an endless arms race that benefits nobody.

When email automation arrived, sales teams could send 10x more emails. The promise was simple: more outreach equals more pipeline equals more revenue.

But this is what happened: open rates dropped 10x. ROI per hour stayed exactly the same. Then came LinkedIn automation, chatbots, AI SDRs. Same pattern every time: more volume for sellers, more noise for buyers, no improvement for either side.

The system just recalibrates to a new equilibrium where everyone works harder for the same results.

Like the Red Queen said: "It takes all the running you can do, to keep in the same place."

The problem isn't automation itself. It's that we keep optimizing for the wrong thing.

Because every tool optimizes for one side of a two-sided transaction. Sellers want more leads, faster outreach, bigger pipelines. Buyers want relevant solutions, at the right time, without spam. These aren't competing interests—they're complementary. But every tool treats them like a zero-sum game where one side's gain is the other's loss.

Tools help sellers "overcome objections," "bypass gatekeepers," and "drive urgency." The language itself reveals the mindset: buyers are obstacles to overcome, not partners to collaborate with.

Wait—bypass gatekeepers? That's literally admitting the person doesn't want to talk to you.

This adversarial framing creates a vicious cycle. Sellers use tools to push harder, so buyers build higher walls. Sellers find ways around those walls, so buyers build better filters. Each side invests more energy defending against the other instead of working together. We've turned what should be a collaborative process—matching problems with solutions—into trench warfare.

We've accepted this dysfunction as normal. We celebrate the hard-charging closer who won't take no for an answer.

Think about how absurd this is from first principles. A company has built something valuable. Another company needs exactly that thing. In a rational world, connecting them should be easy. Instead, we've built an entire industry around making this connection as difficult as possible.

The average enterprise deal takes 4-6 months, involves 11 stakeholders, and requires 27 touches per prospect. Not because the solution is complex, but because trust has completely eroded.

There's another layer to this dysfunction: the massive gap between what sellers know and what buyers can actually see.

You spend years building a product with dozens of features, subtle capabilities, and deep functionality. But what does the buyer see? A landing page with some screenshots, maybe a 2-minute video if they're lucky, and a "Book a Demo" button.

This information gap kills deals before they start. Your SDR says "we have advanced analytics," but the prospect can't visualize what that means for their specific workflow. They book a demo call, which means scheduling time two weeks out, sitting through 45 minutes of slides, watching a canned demo that might not even address their use case, and still leaving without really understanding if this solves their problem.

Most of your product's value remains invisible until after purchase—which is insane when you think about it. We're asking people to make $50,000 decisions based on marketing copy and a rushed demo.

The traditional B2B funnel:
Landing page → Book demo → Sit through pitch → Maybe get trial access → Make decision

Each step is a gate, a barrier, a point where buyers drop off not because they're not interested, but because we make it too hard to understand what we're actually selling. The friction isn't protecting value; it's destroying it.

Before founding Unstuck Engine, I spent years building an online university. Real courses, real accreditation, real student outcomes.

In education, you can't fake results. A student either learns calculus or they don't. There's no "overcoming objections" to teach physics. The only thing that works is meeting learners where they are—not where you want them to be, not where your curriculum says they should be, but where they actually are.

The best teaching happens when content matches current understanding. Students who got material calibrated to their level had 47% completion rates. Students who got generic content had 3% completion rates. Same quality content. The difference was relevance and timing.

This principle transformed how I think about GTM. The best "selling" isn't selling at all—it's educating buyers about solutions to problems they're actively trying to solve.

You'll see this principle show up throughout the handbook, especially in how we value precision over volume and how our culture shapes everything we do.

Our approach:
Landing page → Interactive demo → Self-paced exploration → Sales conversation when buyer is ready

We installed tracking on customer websites and watched thousands of buyer journeys. What we found was shocking: most buyers spent less than 90 seconds on a vendor's website before either booking a demo or leaving forever. They weren't really evaluating the product; they were just trying to figure out if it was worth their time to evaluate it.

Interactive demos changed this. Buyers click through real functionality without commitment. No registration. No call. No pressure. Just exploration.

This isn't about being nice—it's about reducing information risk. When buyers understand what they're buying, they buy faster and stay longer.

Every episode covers GTM strategy. We never mention our product. We teach frameworks, share tactics, analyze what works. Pure education.

The result? Listeners come to us already understanding their problems and potential solutions.

We don't just hire—we educate. Our internship program takes people with potential and turns them into GTM experts who understand buyers, not just our product.

But here's the thing: we're not training them just to work for us. We're training them to work for other companies. Many will never become customers or full-time employees. Some won't even work in GTM after the program. And that's exactly the point.

Because when someone gains startup experience with us, learns how buyer-seller collaboration actually works, and then joins another company—they bring that mindset with them. They become advocates for a better way of doing GTM, whether they buy from us or not.

We're using education to expand our sphere of influence, not just our employee count. We're planting seeds in the market, not just filling seats in our company.

You're reading our entire strategy. Our competitors read it too. We're fine with that because execution beats secrecy, and educated markets grow faster than ignorant ones.

Unstuck Engine turns buyer-seller conflict into buyer-seller collaboration.

We aggregate intent signals to understand where buyers actually are in their journey—not where sellers hope they are. We score these signals against specific ICPs to separate real interest from noise. We stage engagement based on behavior, not arbitrary timelines. And we prioritize education over persuasion at every step.

The results: our customers send 90% fewer emails but book 3x more qualified meetings. Not because they've gotten better at "selling," but because they've stopped selling and started helping.

Learn more about what Unstuck Engine does and who we build for.

GTM isn't a linear process. It's continuous experimentation.

You need to find your ICP. Then your persona. Then your messaging for each channel. Then iterate on all of it because markets shift constantly.

Most companies treat this as:
Define ICP → Build product → Launch → Scale

We treat it as what it actually is: a continuous experiment where Fail Fast beats planning perfectly.

Our product helps companies run these experiments faster. Test ICP hypotheses with real buyer behavior. Find personas by watching who engages. Validate messaging by tracking what resonates. Iterate weekly, not quarterly.

This experimental mindset isn't just product strategy. It's our culture. From how we hire to how we work—Bounty tasks for rapid experiments, not endless planning cycles.

These principles—Overeducate, Not Oversell, Fail Fast, and others—form our cultural foundation. Together, they create the environment where buyer-seller collaboration can actually work:

Overeducate, Not Oversell
Education beats persuasion. Always.

Fail Fast
Run experiments, not committees.

Freedom & Responsibility
Trust people to make bets without asking permission.

High Performance
Excellence comes from context, not control.

Context, Not Control
Give people the why, let them own the how.

Highly Aligned, Loosely Coupled
Agree on strategy, execute independently.

Total Feedback
Vulnerability precedes trust.

That last one matters more than most companies admit. Our team spans continents—North and South America, Europe, Asia. Different time zones, different cultures, different communication styles. Giving honest feedback across cultural boundaries requires courage. But when it works, it creates stronger trust than homogeneous teams ever build.

These aren't separate ideas that happen to coexist. They reinforce each other. Freedom & Responsibility enables Fail Fast. Context Not Control supports Overeducate Not Oversell. Total Feedback makes High Performance possible. Remove any one principle and the others weaken.

Dive deeper into our culture and how culture shapes everything.

The next generation of buyers won't tolerate interruption marketing. They've grown up with infinite information, ad blockers, and spam filters. They can smell manipulation from a mile away. Companies still doing spray-and-pray will become irrelevant, not in a decade, but in the next few years.

But it's not just generational change. B2B buyers are becoming more sophisticated. They complete 70% of their journey before talking to sales. They research independently, compare alternatives, test products themselves. Traditional sales tactics—false urgency, FOMO, "special pricing today only"—create distrust, not motivation.

We're building for this new reality. Where sales is about helping, not hunting. Where automation reduces friction for both sides instead of creating an arms race. Where AI reads buyer intent to create perfect timing, not to generate more spam.

Every company faces a choice: optimize for one stakeholder, or optimize for all of them.

When buyers win → sellers win
When sellers win (through precision) → buyers win
When both win → our team wins
When our team wins (through learning) → customers win
When customers win → we win

This sounds idealistic. It's actually the only sustainable model.

The Red Queen's Race is exhausting. Nobody wants to keep running just to stay in place. We're building a different game. One where everyone moves forward together.

Next: How we got here — The story behind Overeducate, Not Oversell and why this company started with an online university.

Deep dive: Our culture — How these principles work together to create something different.

See it in action: How we work — Remote, async, and actually productive.