In our early GTM push, we didn’t define our Ideal Customer Profile (ICP). We thought more conversations meant more sales. We were wrong. Here’s how trying to sell to everyone slowed us down — and what focusing on one ICP changed for our growth.
When we first launched, we were excited — maybe a little too excited. We had a solid product, early traction, and a hungry team. So we hit the ground running: cold emails, LinkedIn DMs, founder-led calls.
Our pitch? Pretty much: “This can work for any clinic, hospital, or digital health provider.”
But instead of unlocking growth, we hit a wall. People were interested… but rarely converted. Conversations felt promising, but deals went nowhere.
That’s when it hit us:
We weren’t targeting the wrong people — we were targeting everyone.
When you're speaking to everyone, your pitch becomes generic. Instead of highlighting how we solved a specific pain point for a specific user, we used diluted value props like “streamline your operations” and “improve patient outcomes.”
No one felt we were talking to them.
We talked to large hospitals, small clinics, and health tech startups — each with different needs, buying cycles, and budgets. We wasted hours pitching to prospects that were never a real fit.
Our SDRs and marketers were confused: Who exactly are we trying to reach? What problem are we solving? What case study should we use?