In this episode of the Vertical SaaS GTM Playbook, Than Hancock, CRO at Podium, breaks down the go-to-market strategy that helped the company grow from $1 million to over $200 million in ARR.

Than joined Podium when it was still defining its first verticals and helped build the framework the company used to enter new markets with precision. He and Riley discuss how to spot when a vertical is tapped out, how to structure sales teams for focus without limiting growth, and what it takes to keep momentum after reaching $20M+ ARR.

They also unpack how Podium decided which verticals to prioritize, how the team learned to say “no” to attractive but distracting opportunities, and what expansion looks like once you’ve already dominated a core market.

If you’re leading GTM at a growing SaaS company, this episode offers a concrete look at how to scale through disciplined vertical execution.

Key Takeaways

1. Growth happens in phases, and each phase requires a different level of focus, structure, and discipline.

2. The right first vertical often emerges through iteration, not strategy decks.

3. Expanding into multiple verticals too early can stall momentum more than it accelerates it.

4. After $20M ARR, maintaining speed is about redefining focus, not chasing new markets.

5. There’s a clear point where stretching your ICP definition breaks positioning — learn to recognize it early.

6. Mature GTM teams find growth not by adding verticals, but by squeezing more from their existing TAM.

7. Even at $200M ARR, the best operators think about expansion as a system, not a one-time decision.