GTM Foundations: The real ICP for founder-led sales

Every early-stage startup goes through a period when the founder is also the main salesperson. And to move beyond founder-led sales, they have to answer a key question: What is our ideal customer profile?

It’s easy to think an example target should be a Chief Information Officer— or some other leader that has executive-level decision making authority in the startup’s domain. But early success rarely comes from the corner office. Instead, the priority should be on individuals within companies willing to take a bet not just on the product, but on the founder. 

More than just users, these first customers want to be partners. They want to help the founder and team achieve their vision and prove the product’s value. Often, these are not C-Suite leaders, but ambitious employee operators that are trying to make a name for themselves. These are the kind of people that are willing to pick the fights, place the bets, and put in the energy to make things happen.

Here’s how to figure out who your first customers really are — and how to find them.

Don’t sell to the role, sell to the rebels within

First customers aren’t defined by company size, industry, or title. For example, the initial ICP likely isn’t a CISO in a large enterprise company. It’s a small subset of that persona that is realistically addressable. Instead, first customers are defined more by their psychology than their title. They share several common traits:

• Trailblazers: These individuals are comfortable placing bets before there’s proof. They’re eager to try out the latest-and-greatest, and are willing to use experimental products if they feel empowered to influence the trajectory of the technology.
• Aspirational leaders: Eager to make their mark in their organizational and social networks, these individuals are willing to take a risk if they think it will help elevate their position and bolster their reputation.
• Savvy operators: They know how to take your vision and sell it internally. Across complex organizations, these individuals can help uncover opportunities for growth and connect startups to additional use cases, opportunities, and valuable resources.
• Co-builders: Excited to co-create, test, and break things, these individuals want to get their hands dirty and help solve early product pain points. They want access and ultimately become partners along with being first customers.
• Challengers: They get energy from challenging the status quo and doing something different. These individuals can pick the necessary fights, typically against the status quo or entrenched incumbents, without alienating key stakeholders or losing political capital.

These are the people who will vouch for early-stage startups and help prop them up and cross the credibility gap before the brand can stand on its own.

Finding the rebels: The places and signals to watch for

Places to look for them:

• Innovative companies: Target businesses that prioritize building instead of buying and see it as a competitive advantage. Often, these organizations can’t build everything. Instead, they’re constantly seeking partnerships with like-minded, progressive founding teams.
• Social groups: Early adopters hang out where new ideas are debated first, like Slack, Discord, Reddit, and LinkedIn groups.
• Industry conferences and podcasts: Look for panelists and guests that are passionate about industry buzzwords but want to go deep on specific topics.  These are usually the risk takers and thought leaders in their organizations. They are found hanging out at the new or niche conferences, not at the played-out, mainstream conferences for the masses. 
• Customer reference trails: Public case studies and press releases can help founders find those early innovators that beta-tested adjacent tech or breakout tools with other firms.
• Founder and recruiter networks: Other founders will gladly refer and promote the bold executives that helped them get their first break. And recruiters who specialize in transformation projects or innovation hires requiring deep subject matter expertise often know who these people are.

Signals to look for in their background

• They’ve switched companies after making their mark — builders who move when things stagnate.
• They’re active speakers and self-promoters, not just quiet operators
• They’ve been early customers or public champions of other startups

In conversation

• They ask why you built it, not just what it does.
• They engage when you share the vision, not the feature list.
• They aren’t talking about the entrenched incumbents; they are talking about the innovative firms pushing the envelope or what’s coming around the corner
• They stop questioning the value prop and start suggesting ideas, talking about features that are needed, or ways to make the product even better

Turning early believers into leverage

First customers don’t just validate the startup’s product — they build their own story of innovation and further establish their brand in the process. Here’s how to earn their trust and give them a platform to shine:

• Position them as a co-architect of what’s next, not just a buyer
• Offer early access and influence over the roadmap
• Bring them into the tent, treat them as an extension of your team
• Invite them to joint PR or speaking opportunities
• Promote them with partnerships, advisory positions, and innovator awards
• Broadcast credit for their innovation internally and publicly

These bold early adopters become first proof points. When they win internally, founders win externally.  

Use their logos, quotes, and case studies to help shift the narrative of the startup from “risky new idea” to “smart early bet.” Once that happens, mainstream customers will become fast followers.

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If you found this article useful, check out the first article in GTM Foundations series: The Art of Founder-led Sales.

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