Multi-Dimensional Segmentation Matrix
by Jeanne DeWitt Grosser • COO at Vercel (former Head of Americas Revenue & Growth at Stripe) at Vercel
Jeanne is currently the COO at Vercel, overseeing marketing, sales, customer success, and revenue ops. Previously, she spent nearly 9 years at Stripe, where she built their early sales team from the ground up and later served as Head of Americas Revenue and Growth. She is an expert in scaling GTM organizations for developer-focused and enterprise products.
🎙️ Episode Context
In this deep dive, Jeanne DeWitt Grosser deconstructs modern Go-To-Market strategies, arguing that GTM should be treated as a product rather than just a sales function. She details the emergence of the "GTM Engineer" role, how Vercel uses AI agents to replace rote SDR work, and provides a masterclass on advanced customer segmentation. The conversation also covers how to align sales with product teams and why enterprise buyers prioritize risk reduction over upside.
Problem It Solves
Prevents wasted sales effort on low-value prospects and aligns product/sales teams on who the 'ideal customer' actually is.
Framework Overview
Moving beyond simple 'Small/Medium/Large' segmentation by introducing axes that correlate with revenue potential and complexity. This often involves an X/Y axis of Size vs. Growth Potential, layered with business model or technical attributes.
🧠 Framework Structure
The Growth Axis: Segment not just by ...
Business Model nuance: Distinguish cu...
Technical Signals: Use external data ...
Company-Wide Alignment: Segmentation ...
When to Use
When optimizing a sales funnel, designing pricing tiers, or defining the Ideal Customer Profile (ICP) for a growing product.
Common Mistakes
Stopping at company size (employee count) and missing high-value small teams (like OpenAI in its early days) or low-value large enterprises.
Real World Example
Stripe segmented by growth potential (high growth startups vs stable SMEs) and business model (Marketplaces needed 'Connect', SaaS needed 'Billing'). Vercel uses web traffic (Crux scores) to identify enterprise opportunities even within small headcount companies.
If you look at segmentation as a graph... X-Axis was size, Y-Axis was growth potential... We wanted to spend more time going after the 200% growers.
— Jeanne DeWitt Grosser