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haebom
해봄의 아카이브
The Secret to Small Teams Grow Big: 35 People, 50 Million Users, $50 Million in Annual Revenue
Haebom
Someone once said, "You do planning, development, and marketing. What on earth are you?" What is your specialty?
To this question, I actually don't know. I just did everything I could. I just answered, "We're doing everything we can to make it work."
Originally, GTM (Go-To-Market) refers to the entire process of launching a product or service to the market and making it successfully adopted by customers. The GTM manager in charge of this is in charge of everything from the product development stage to actually reaching the hands of customers.
The Secret to Small Teams Growing Big
While working at Kakao Brain and Nexon Korea, I definitely worked on great projects and had great colleagues, but I couldn't shake the feeling that something was lacking. In fact, I had a lot of concerns.
Above all, while talking about the word 'growth', I couldn't really feel the actual growth of the product.
Is what I'm making really providing value to my customers? Am I creating meaningful growth in my career? I don't like terms like growth/newbie/hexagon in the first place.
Is what I'm making really providing value to my customers? Am I creating meaningful growth in my career? I don't like terms like growth/newbie/hexagon in the first place.
Real Growth Experiences Learned from Notion
Then, working with Notion completely changed my perspective.
I learned how to build a product that has tens of millions of users globally, how to increase monthly recurring revenue (MRR), and how to create maximum efficiency with a small team.
Notion wasn't just a company with a lot of people. It had clear values, a well-polished product, and users who believed in it. Through this experience, I realized the most important thing in my career.
"Rather than focusing on large organizations, we need to focus on the relationship between products and users."
Why I joined Gamma, and the results
With this realization, I joined Gamma. And in two years, we achieved $50 million in ARR and have been profitable for 15 consecutive months. Gamma is a small but mighty team, and I am now a senior GTM (Go-To-Market) manager.
It was an incredible growth, reaching 50 million users and $50 million in annual revenue (ARR) with just 35 people. Behind Gamma’s rapid growth were the following key strategies. I was promoted from the previous GTM Manager to Senior GTM Strategy Manager .
The method we use when we attack a market is simple: set principles and stick to them. Let me share a few.
1. User-centric pricing strategy (Van Westendorp)
We never guess when it comes to pricing.
Gamma used the Van Westendorp Methodology to figure out exactly what users were “ready to pay” and set their prices accordingly. This created a solid revenue structure from the beginning and allowed them to maintain steady growth without changing their prices once for the next two years.
Gamma used the Van Westendorp Methodology to figure out exactly what users were “ready to pay” and set their prices accordingly. This created a solid revenue structure from the beginning and allowed them to maintain steady growth without changing their prices once for the next two years.
Price is a signal to the customer. Accurate pricing creates trust between the product and the user.
2. Maximum growth with minimum manpower
Gamma creates AI-based presentation tools that sell and market themselves.
Our go-to-market strategy was simple:
•
Users can feel the value of the product directly,
•
Recommend products yourself,
•
Attract new users.
Thanks to this, we were able to manage 50 million users with 35 employees. This strategy was similar to what we saw at Notion. When users experience the value of the product, they become salespeople themselves.
3. A new metric called sales per employee
The metric that Gamma values most is revenue per employee .
It's not just the size of the company or the number of employees,
Measure the sales and growth that each employee actually contributes to the company.
It's not just the size of the company or the number of employees,
Measure the sales and growth that each employee actually contributes to the company.
The question we ask every time we hire is always the same:
"If this person comes, how many times can our entire team grow?"
Gamma doesn't simply add staff; we hire only those who multiply our overall capabilities.
레니 프로덕트레터 : Small-company employees are doing the best
4. Sustainable surplus and freedom of choice
Gamma has received a total investment of only $23 million (about 30 billion won) and has maintained a profit for 15 consecutive months .
Thanks to this, we do not compromise between growth and profitability. In my narrow experience, both Notion, Gamma, and Anysphere either rejected investors who wanted to invest or proceeded by re-evaluating the value in the next round.
Thanks to this, we do not compromise between growth and profitability. In my narrow experience, both Notion, Gamma, and Anysphere either rejected investors who wanted to invest or proceeded by re-evaluating the value in the next round.
You can make decisions that are truly right for your product and your users without worrying about running out of money .
Gamma's unique strategy is to pursue both growth and profitability, rather than just pursuing growth.
A strong product and team are everything.
I have personally gained greater growth and satisfaction by successfully applying my past experience at a large company and Notion's global growth strategy to Gamma. A large organization and a lot of resources do not necessarily mean greater growth. Receiving a lot of investment is not the answer. If you are constantly in need of investment funds, it may be a sign that something is wrong.
It may sound like a cliché, but companies that clarify the “relationship between users and products,” continuously improve based on this, and maximize efficiency with powerful tools like AI will achieve greater growth in the future.
Until 2025, I will be working remotely in South Korea. If you are concerned about GTM strategy or need help with solutions, please contact me anytime. I have written about this on SNS before, but I personally think that among domestic startups/products, if you look overseas rather than domestically, the possibility increases several times.
Please contact haebom@gamma.app or haebom@kakao.com and we will respond as soon as we confirm.
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I post articles related to IT 💻, economy 💰, and humanities 🎭.
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haebom@kakao.com
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I post articles related to IT 💻, economy 💰, and humanities 🎭.
If you are curious about my thoughts, perspectives or interests, please subscribe.
haebom@kakao.com
7
T
Tae Shin
안녕하세요! 정말 좋은 글 감사합니다. 업무영역이 넓어지면서 정체성 혼란을 느끼고 있는 저에게 큰 도움이 되었습니다. ㅎㅎ
Haebom
도움이 되셨다면 정말 다행입니다.
싹
싹사
흥미로운글 재밌게 읽었습니다. 감마팀의 놀라운 성과 뒤엔 노션에서의 노련한 경험이 숨겨져있었군요? Van Westendorp 방법론에 대해서 관심이 생겨서 찾아봐야겠네요
Haebom
Pricing 방법론도 여러가지가 있는데 나중에 블로그에 써놓겠습니다.
광
광택 있는 빨강 꿈
Haebom
다른 분들께도 도움이 될 것 같아요. 너무 좋은 질문 입니다. 저는 주로 주변에 조언을 하거나 컨설팅 할때 특히 극초기 제품 단계에서 지인 대상 설문은 실제 고객의 Willingness-to-Pay(WTP)를 과대평가하거나, “친구비” 성격의 결제로 왜곡될 수 있다는 점은 반드시 고려해야 합니다. 그래서 오히려 친구나 가족, 지인은 절대로 초반 고객으로 두지 않습니다.→ 제품 완성도를 높이는데 도움이 될지 몰라도 고객 데이터로서는 노이즈에 가깝습니다.
1.
PSM은 ‘가격 금지구역’ 가이드로 활용하기
Van Westendorp는 소규모 샘플에서도 ‘너무 싸다/싼 값’ 교차, ‘비싸다/너무 비싸다’ 교차를 통해 심리적 허용 가격대를 파악하도록 고안된 방법입니다. 소수 응답자(10–30명)만 확보해도 가격대 윤곽을 얻을 수 있지만, 절대적 최적가격이라기보다 리스크 회피를 위한 보조 지표로 써야 합니다 .
Van Westendorp는 소규모 샘플에서도 ‘너무 싸다/싼 값’ 교차, ‘비싸다/너무 비싸다’ 교차를 통해 심리적 허용 가격대를 파악하도록 고안된 방법입니다. 소수 응답자(10–30명)만 확보해도 가격대 윤곽을 얻을 수 있지만, 절대적 최적가격이라기보다 리스크 회피를 위한 보조 지표로 써야 합니다 .
a.
타깃 풀 분리 운영 & 설문 문항 고도화
• 지인 vs 실제 고객을 엄격히 분리하여, ‘지인 → QA·기능검증’만, ‘실제 고객 → 가격 감도’ 설문만 진행
• 제품 컨셉·혜택·비교 대안(경쟁사 가격 등)을 시나리오 형태로 짧게 제시해 응답의 신뢰도↑
• 표준 4문항(Too Cheap, Cheap, Expensive, Too Expensive) 외에 “0–10 구매 의향” 문항을 추가해 정성·정량 교차분석 가능
• 지인 vs 실제 고객을 엄격히 분리하여, ‘지인 → QA·기능검증’만, ‘실제 고객 → 가격 감도’ 설문만 진행
• 제품 컨셉·혜택·비교 대안(경쟁사 가격 등)을 시나리오 형태로 짧게 제시해 응답의 신뢰도↑
• 표준 4문항(Too Cheap, Cheap, Expensive, Too Expensive) 외에 “0–10 구매 의향” 문항을 추가해 정성·정량 교차분석 가능
b.
통계적 보정: 부트스트랩 & 베이지안 스무딩
• 부트스트랩(10,000회 재표본 추출)으로 각 교차점의 신뢰구간을 추정해 응답 불확실성 정량화
• 베이지안 업데이트 기법으로 초기 소표본 결과를 사전(prior)으로 설정하고, 이후 피드백을 사후(posterior)로 누적
• 부트스트랩(10,000회 재표본 추출)으로 각 교차점의 신뢰구간을 추정해 응답 불확실성 정량화
• 베이지안 업데이트 기법으로 초기 소표본 결과를 사전(prior)으로 설정하고, 이후 피드백을 사후(posterior)로 누적
c.
보완 기법 병행: Gabor-Granger 결합
Van Westendorp가 포착하지 못하는 ‘수요량 vs 가격’ 관계를 파악하려면 Gabor-Granger 설문을 함께 쓰세요. 두 방법을 한 설문에 넣으면 가격 구간 + 용인율을 동시에 얻을 수 있습니다 .
Van Westendorp가 포착하지 못하는 ‘수요량 vs 가격’ 관계를 파악하려면 Gabor-Granger 설문을 함께 쓰세요. 두 방법을 한 설문에 넣으면 가격 구간 + 용인율을 동시에 얻을 수 있습니다 .
d.
행동 실험으로 검증: 스모크 테스트 & A/B
• 랜딩페이지 A/B로 가격별 ‘가상 결제 버튼 클릭률’ 실험
• 가격선택 후 사전예약 또는 ‘찔러보기’ 결제폼 전환율 관찰 → PSM 예측과 대조
• 랜딩페이지 A/B로 가격별 ‘가상 결제 버튼 클릭률’ 실험
• 가격선택 후 사전예약 또는 ‘찔러보기’ 결제폼 전환율 관찰 → PSM 예측과 대조
e.
대체 패널 활용으로 샘플 보강
• Respondent·Pollfish 같은 마이크로패널에서 30–50명 단위로 설문 발주
• 사전예약·웨이트리스트에 가격 옵션 포함해 자연 유입 데이터 획득
• Respondent·Pollfish 같은 마이크로패널에서 30–50명 단위로 설문 발주
• 사전예약·웨이트리스트에 가격 옵션 포함해 자연 유입 데이터 획득
f.
론칭 후 실구매 데이터 피드백
• 초기 가격 레인지 안에서 두 개 가격을 소규모 론칭 → 실제 전환·해지율 모니터링
• 2주~1달 주기로 PSM 결과와 실거래 지표를 결합해 가격 창을 재조정
• 초기 가격 레인지 안에서 두 개 가격을 소규모 론칭 → 실제 전환·해지율 모니터링
• 2주~1달 주기로 PSM 결과와 실거래 지표를 결합해 가격 창을 재조정
Haebom
개인적으로 하루에 1500원에서 5천원 정도로 메타 광고 돌려보시는 것도 추천 드려요. 지인들보다 낫습니다.
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