Javier Lozano, Jr.

17/07/2026

I don’t ever post on instagram while driving and eating a burrito… or 2. But when I do, it’s in 1+ hr traffic. 😬

05/07/2026

Close call, but she still stands. 🙏

We’re not in the clear, but these firefighters are incredible.

Heroes.

04/07/2026

This might be more accurate?? Too many sources with different info. But we’re staying faithful.

No containment, but better weather for firefighters to continue their amazing fight.

04/07/2026

Our home in Rye might be gone. 😢

I don’t know what to think right now.

02/05/2026

Homemade buns.
1/3 # smoked patties
Fried egg
Caramelized onions
Fresh pickles

🤤

I don’t know if I can go to store bought buns.

21/02/2026

I’m going to make a case AGAINST building a go-to-market strategy for your comapny, and why it’s just... theater (shots fired!!)

The way I see it, most GTM strategies aren’t strategies. They’re a deck someone built to feel productive.

You’ve probably experienced it too. A channel wishlist. A fresh website. A new positioning statement. A bunch of “initiatives.”

And then everyone crosses their fingers and hopes Q2 pipeline magically looks better.

*SPOILER ALERT* it doesn’t. Because the real problem is never the deck.

The problem is what the deck avoids. It doesn’t change the stuff that actually creates predictability.

Again. You’ve seen this. Nobody agrees on what ICP means anymore. SQL is whatever the sales team felt that day. Handoffs are vibes... “marketing sends leads, sales follows up… hopefully”.

And the only dashboard leadership looks at is “leads” and “revenue,” so everyone spends the quarter guessing.

So now ex*****on becomes improvisation. Huh... weird.

And the resuls is this.
.. Sales says, “lead quality sucks.”.. Marketing says, “we need more budget.”.. The CEO says, “we need a new GTM strategy.”

No. You need an actual GTM system. Because a real GTM strategy isn’t a document.

It’s a behavior change.

It’s the boring stuff that makes revenue BORING. In a good way.

You need clear definitions, or no one knows what the hell is good/bad. You need clear owners, otherwise it’s the Spiderman meme (all pointing fingers). And, you need clear SLAs between sales + marketing, otherwise there’s no feedback loop.

Plus, a weekly scorecard that tells you what’s working before the quarter ends. And, a narrative sales can repeat without freestyling. That is... unless you have a sales person that is an aspiring rapper... and in that case, let them FLOW.

(K. Back to marketing stuff.)

Alright, so recap. If your GTM “strategy” doesn’t change how your team operates next week… …it’s not strategy.

It’s expensive theater.

Let’s be honest. Do you have a GTM strategy… or a deck full of tactics?

13/02/2026

11/02/2026

So you want more leads? Awesome. What are you doing with the current ones right now? 😐

Oh, they’re bad?? Of course, what was I thinking?

Because we all know the last time you opted into something, you whipped out your credit card and put caution to the wind. You’re like “eph it... I NEED this...”

So, here’s a crazy idea. Instead of asking for MORE leads, how about you fix what’s broken inside your current pipeline?

Oh, nothings broken? Gotcha. So, when I go into , all contacts have a lead stage, notes, follow up tasks, etc. It’s clean.

No???

Oh... so you want leads that want to buy NOW. Shhhessh... what was I thinking? Let me turn on that toggle that says “leads that want to buy NOW.” That’ll solve the problem.

OK, we’re good now, right?

This may or may not have been a conversation with a B2B team. 😅 And, no, I didn’t say these things. But this was my internal monologue of how I wanted to reply.

Look, I’m not trying to be an a-hole, but addressing what’s broken inside your so-called funnel is way more important than increasing ad spend, adding SEO to your strategy, or doing more posts.

I promise you, if you took the time to track lead stages and conversions, you’ll find out where you’re leaving money on the table.

Find 1 thing broken. Fix it. Track. Measure. It’ll work. I promise.

I broke this down in my newsletter, too.

Have you had this experience before?

23/01/2026

If sales can’t repeat your message, it’s not positioning.

One of the easiest ways to spot brand drift isn’t on the website. It’s in sales conversations.

Ask your reps to explain:
- who you help
- what problem you solve
- why customers choose you

If you get different answers, you don’t have a messaging problem — you have an alignment problem.

This is where a lot of companies get stuck.

- Marketing ships polished copy.
- Sales adapts it in real time.
- Leadership assumes it’s “close enough.”

But when the story changes depending on who’s talking, buyers feel it immediately. They ask more questions. They want more proof. They take longer to decide.

Not because they’re difficult — because they’re unsure.

Strong messaging isn’t clever. It’s repeatable.

It survives handoffs. It sounds the same on the website, in the deck, and in a sales call.

That’s why I think of messaging less as a copy exercise and more as an operating system. If it only lives in marketing docs, it never really works.

In the newsletter this week, I break down how to build a simple narrative spine that sales and marketing can actually use.

And this is exactly the kind of work I do in a GTM Workshop with leadership teams — getting everyone aligned on the story before it turns into sales friction.

– Javy