Sandra Uche

Sandra UcheNov 2, 2026

Do you understand WHY you're building? Sometimes we get into places we once prayed to be and forget why we wanted to be there in the first place. We get caught up in the hype and forget to reflect. Before you know it, you're burnt out doing something you once loved. I think the same thing is happening in GTM Engineering. We're so fixated on the tools, the workflows that look like DNA strands, and the thrill of shipping something cool. But here's my question: What's the business outcome of that Clay table you spent 7 hours building? What problem is that 200-step n8n workflow solving? Could you explain its value to someone who's never heard of Clay, n8n, or Claude Code? HubSpot's RevOps course taught me technical knowledge alone isn't enough. Today's RevTech Academy kickoff reminded me of that especially when Pawel talked about defending the value of what you build. We need to learn the language of business, not just the language of tools. Can your workflow save money, make money, or save time? Does it connect to pipeline, revenue, or a problem the business actually cares about? Clients don't care how complicated your workflow is. They are interested in how it benefits the company, particularly in terms of revenue generation. I'm not saying stop experimenting. Building to learn is how we grow. But building to learn is different from building to solve a business problem. Maybe engineering isn't about the complexity of what we can build. Maybe it's about how much of what we build matters. Before you spend 48 hours vibe-coding, ask yourself: Why am I building this, who is it for, and what outcome am I trying to achieve? The goal isn't to become the person who builds the most complicated workflows. It's to become the person who understands what needs to be built, why it matters, and how to communicate its value. What's one thing you built recently that you could explain in purely business terms? #RevTech #GTMengineering

Sandra UcheSep 16, 2026

Today, we kicked off Clay's Wedge cohort 7 🎉 And I want to talk about something I've seen play out too many times. Startup founders duct-taping their GTM motion together. Figuring it out as they go. Only to realise, months in, they were headed in the wrong direction. Here's the thing about being lost: the good news is you can find your way back. The bad news is you've already burnt the time, the budget, and the team's patience getting there. I know this because I lived it. I was the first sales hire at two different startups. Just me and the founder, guessing our way through outbound. Blasting emails to anyone who fit a rough demographic. No signal. No context. Just volume and hope. That's not a GTM motion. That's duct tape. Getting your foundation right before you scale isn't optional. It's what makes getting quality conversations possible. Think of it like wedging clay. Before a potter shapes anything, they knead the clay by hand. Removing air bubbles. Evening out the moisture. Skip this, and the clay collapses in the kiln, no matter how good the shape was. Outbound works the same way. Before you scale, you wedge: -Validate and map your ICP -Test your offer against real market data -Build messaging that actually resonates with buyers - Turn customer conversations into insights - Operationalize what you learn into a system Skip this, and you're not scaling a GTM motion. You're scaling guesswork. That's how founders spend two years, run out of budget, and conclude "outbound doesn't work" when really, outbound was never wedged. This is exactly what I'll be coaching founders and early GTM hires through in cohort 7. Not theory. Hands-on practice with real data and free credits to test your ideas. If you're a founder or early sales hire stuck figuring out whether outbound works or ready to scale what's already working, this cohort is full — but upcoming Wedge cohort dates are open for applications. Check the comments for the link. 🚀 What's the one friction point in your GTM motion you're trying to solve right now? Drop it in the comments 👀