Bring product the problem.
Capture the customer’s need, the failed use case, and the commercial impact. Give product enough evidence to decide what deserves building.
Hands-on product + GTM consulting for B2B software
Decide where
to grow.
Then do
the work.
I help B2B software teams build around what customers need: a product worth adopting, an offer that makes sense, and a clear path to buying. Then I get into the launches, sales conversations, and systems that make it work.
11+ yearsat HubSpot across sales, product, and GTM
3 category launchesSales Hub, Service Hub, Operations Hub
Built a global sales teamFrom the first hire to a team of 30 at HubSpot
01 The point of view
Make the customer’s next step easier.
For a customer, your product, pricing, sales team, and onboarding are one experience. Growth gets harder every time they have to bridge the gaps.
I start where progress stalls and work across the team to fix it. Talk to customers. Make a clear call. Test it in the work. Build a process the team can repeat.
Make the process repeatable.
Early teams need room to test buyers, signals, and playbooks. Set goals and compensation that support that learning, then scale what proves useful.
Give sales a reason to show up.
Pair a signal with customer context and a useful next action. Let rep feedback improve the system. Make every interaction worth the customer’s time.
Earn the next purchase.
Make adoption, handoffs, and continued customer progress part of the growth plan. Expansion should follow a valuable next use case.
02 How I help
The decisions.
And the work after them.
Start with one pressing business problem. Bring in the product, pricing, sales, and systems work needed to solve it.
Pricing & packaging
Connect what customers value to what they pay for. Define packages and upgrade paths people can understand, then work through the rollout, sales tools, and customer communication.
New products & expansion
Work with customers while the offer is still taking shape. Test the use case, message, and buying path together. Build a launch and expansion playbook from what people actually adopt and value.
Sales & partner execution
Make ownership, incentives, and handoffs support the same customer outcome. Improve an existing sales or partner channel through clear roles, coaching, practical playbooks, and pipeline reviews. Match the targets to the maturity of the motion.
Product-led growth & sales
Choose the mix of self-serve, human help, and acquisition channels your buyers and economics support. Test the signals that deserve attention and make the next step clear for both the customer and the rep.
GTM workflows & applied AI
Start by watching where useful work gets stuck: research, follow-up, product updates, or CRM upkeep. Build workflows that reduce that effort and preserve customer context, with human review and a clear way to assess results.
03 N+1 / The next product
Know who to sell next.
Know who to leave alone.
N+1 is the next product you ask an existing customer to buy. Start with the growth they want and the capacity they have. That tells you what kind of help could actually move their business forward.
| Customer’s operating capacity |
More customers | More value per customer |
|---|---|---|
| At capacityMore work would strain delivery. |
More customers Create capacity first.Remove the bottleneck before adding demand. Improve the workflow, reduce manual work, or help the team deliver more with what it has. |
More value per customer Improve the economics.Find a better return on limited capacity. Improve pricing, customer mix, or retention without adding work the team cannot absorb. |
| Room to growThe team can handle more work. |
More customers Build demand.Help the customer reach and convert more of the right buyers. Put available capacity to work through better acquisition and follow-through. |
More value per customer Deepen the offer.Help the customer solve another valuable problem for the people they already serve. Validate the need and the effort required to deliver it. |
Capacity means the customer’s ability to deliver its own work. The matrix identifies the next problem to solve; product fit and readiness to adopt still need to be established.
Sometimes the right answer is to sell nothing.
Recommend the next product when it addresses the constraint, the customer can adopt it, and there is a clear outcome to work toward. Otherwise, help them get more from what they already have.
04 David Barron
I’ve sat on both sides of the handoff.
I’m David Barron. I spent more than eleven years at HubSpot across sales, product, and GTM strategy, including the early teams behind Sales Hub, Service Hub, and Operations Hub. I’ve been the first seller, helped launch new products, and built a global sales team.
On the early Sales Hub team, customer calls helped shape both the product and how we sold it. I later moved into product commercialization, then back into sales leadership. Orange Line brings those perspectives into the same room.
05 Thinking
Ideas to put to work.
On building products people value and making growth work in practice.
Give product a problem it can solve
A feature request gets more useful when you can explain the work the customer cannot finish.
Pay early sales teams to learn
Your incentives should reflect how much of the sales process you have actually figured out.
Give sales a reason to reach out
A useful signal should help a rep understand what the customer needs next.
Choose the growth model your buyers need
Self-serve, sales, and partners each have a job. Choose the mix around the purchase you are asking people to make.
Make the next purchase worth it
Expansion gets easier when the next offer follows the progress a customer has already made.
Build the launch with customers
A launch gets stronger when the product, message, and buying experience develop together.
06 When to call
Something important is stuck.
01Your product has changed, but the pricing and packaging haven’t caught up.
02The new product is ready. The buyer, offer, and sales motion are still fuzzy.
03You have reps or partners, but unclear ownership and handoffs keep slowing the pipeline.
04You have customer signals and plenty of tools. Turning them into useful action is still manual.
07 Bring the problem
Let’s find the next move.
Tell me what is stuck, what you’ve tried, and what needs to change. We’ll use 30 minutes to work through it and see whether there’s a fit.
- 30 minutes
- Cal Video
Prefer email? david@orangelinegtm.com
LIVE AVAILABILITYAMERICA / NEW YORK
08 Useful answers
Before we talk.
Who is Orange Line for?
Founders and product, revenue, and GTM leaders at B2B software companies. The best fit is a team with a real product and a specific growth problem that needs senior judgment and hands-on help.
Is this advice, execution, or both?
Both. The engagement can include strategy and decision support, plus launch planning, sales coaching, partner playbooks, and workflow implementation. We agree on the scope and ownership before starting.
Do I need to know exactly what is wrong?
No. Bring the symptoms, what you’ve already tried, and the result you need. We can start by looking at customers, pipeline, product usage, and how the team works.
What happens on the introductory call?
We spend 30 minutes on your current problem and whether working together would help. If there is a fit, we define a useful scope and next step. No pitch deck required.
A clearer next move starts here
Bring the messy part.
A pricing decision. A launch without a sales plan. A partner channel that should be doing more. Start with the thing you need to move.
Choose a time