Geoffrey Moore
Partner, Wildcat Venture Partners. On 1 show, 1 appearance. The Shows tab opens the full record on each.
authorinvestoranalystother@geoffreyamoore ↗LinkedIn ↗geoffreyamoore.com ↗Wikipedia ↗
Geoffrey Moore is the author of Crossing the Chasm, a foundational book on marketing disruptive high-tech innovations to mainstream markets. He also advises leadership teams at major technology enterprises and startups on go-to-market strategy and organizational management.
1shows
1appearances
45statements
1resolved
1supported
0contradicted
100%fully supported
11said about them ↓ Everything Geoffrey Moore said on any show that made the record, most notable first. Each card names its show and opens the statement there.
Moore: Startups cannot use their initial visionary project as a beachhead
“Normally you can't use the visionary project as your beachhead. You'd love to from a point of view of reusing the work. You just can't.”
Moore: A startup's beachhead segment cannot be a billion-dollar market
“What it can't be is a billion dollar segment. Because if it's a billion dollar segment, you might be able to get there, but you would not be a big fish.”
Moore: Startups only need VC for heavy capex or rapid scaling
“The only reason you need venture capital is if the, well, two things. Either, A, the technology is too expensive and you cannot self-fund it. GPUs, a bunch of that, training large language modules, those kind of things. Or This thing is going to get catch fire…”
Moore: Startups crossing the chasm must use value pricing, not discounts
“You're actually using value pricing because the problem you're solving is severe enough. The customer doesn't want to discount. The customer wants you to It's like, you know, if you have to have heart surgery, you don't want a coupon that says heart surgery, n…”
Moore: Cryptocurrency's first real use case is criminals
“People are saying, is it crossed the chasm yet? Well, their first use case is criminals.”
Moore: A startup crosses the chasm when it no longer needs VC
“And you know you've crossed the chasm when you say, I don't have to raise any more venture capital.”
Moore: Chasm positioning always contrasts legacy experts against generic modern tech
“One of the nice things about crossing the chasm is the positioning formula is absolutely the same every time. It's really cool. So basically when you're thinking about positioning, you say, look, I'm going into a, I'm going with this use case in this, you know…”
Moore: Companies cannot cross the chasm through product-led growth alone
“To cross the chasm, you cannot cross the chasm of product and growth.”
Moore: Traditional enterprise salespeople are poor at crossing the chasm
“Enterprise salespeople are not good chasm crossers because they're used to doing horizontal coverage model. This is like, no domain expert narrow model. You want somebody that looks more like a sales engineer than a salesperson.”
Moore: Partner ecosystems only form around segment market leaders
“And so ecosystems form around market leaders, and they do not form around the rest of us.”
Moore: Startups should target beachheads where they can capture 30%–50% share
“You want to, your first pond, your target segment, Should be something that the next two years, if you hit your, you know, really high growth rates, it would be 3040, 50% of that, of the market share in that segment.”
Moore: Ideal beachheads are big enough to matter and small enough to lead
“You want to have a target segment that is big enough to matter, small enough to lead, and a good fit with your crown jewels. That's the formula.”
Moore: Startups need a major reference account before crossing the chasm
“Here's what you need. You need a major account who's gone all in with you on the new technology and who is willing in some way to talk about it.”
Moore: Crossing the chasm is not expensive because focus limits marketing spend
“And the good news about crossing the chasm, it's not expensive. I mean, think about it. Once you've said, I'm going to stay in one geography, in one industry, one profession, think about your marketing budget.”
Moore: Startups must avoid 90% of enterprise sponsors and seek visionary outliers
“Nine out of 10 executive sponsors are going to be the negative, because they're going to be a company person working with company processes. They're going to send you to purchasing. Nobody's going to be happy. You're looking for the 10th one. And the 10th one …”
Moore: Early software startups should begin with customer-led consulting projects
“I think what I would advise is I would do projects I would, even though I'm a product, even though I have a product vision, I would start with trying to make as much projects, and, which would be very customer-led, and frankly, initially, even if I have a road…”
Moore: The chasm exists because pragmatists reject visionaries as references
“The pragmatists need references, and they will not accept the visionary as a reference, and they don't have any peers that have tried it yet.”
Moore: Visionary buyers only require a 10x core capability, not complete software
“So with the visionary, you have to have You have to have the magic ingredient working. You don't have the whole product. In fact, your product may be buggy, but it does something. Andy Grove used to call it the 10 X effect. You need to do something that is an …”
Moore: Startups typically capture 10% of the trapped value they release
“Because when you release trap value, the world will give you a portion of the game, typically 10%. It's an easy number to do math with. As I said, I'm an English major. So if you want a billion dollar company, You better find ten billion dollars worth of trap …”
Moore: Early market share leaders in tech tornados capture standard-setting ecosystems
“If you give a department a budget, they will spend it, and when they spend it, they're gonna spend it with a vendor, and whoever vendor they select, they're probably gonna stay with, so now the market share battle is now on, and whoever gets the most company, …”
Moore: Pragmatist enterprise buyers in the chasm never say yes or no
“The pragmatists will take the meeting. One of the problems with the chasm is they don't say no. They just never say yes. And they actually encourage, you know, you should come back and deal with this to our, this is really interesting, right?”
Moore: Crossing the Chasm framework is optimized specifically for B2B markets
“This is a model that's really optimized for B to B markets because it's, because it implies federated decision-making around high risk buying decisions.”
Moore: Pragmatic enterprise buyers choose what their peers buy
“And the reason, the mechanism behind all that logic is that pragmatic people buy what they see their peers are buying.”
Moore: Crossing Chasm Requires Shifting From Shared Belief to Direct Utility
“And one of the ways we try to capture that, you know, thought bubble is before the chasm, the customers you work with are people who say, we believe what you believe. So in other words, they're on the same side. After the chasm, they say, I'm not sure about th…”
The other half of the tape: Geoffrey Moore's own voice is left out of every number here. Other people bring the name up 10 times in 7 episodes across the shows. 1 statement on the record names them. every mention, with the transcript →
Who brings them up most Lenny Rachitsky 4Nikhyl Singhal 2April Dunford 2Shweta Shrivastava 1Janna Bastow 1
Statements about Geoffrey Moore, by other people (1)
Cohen: Existing case studies fail when expanding into new target markets
“Part of that's because he defines a market in among other things as, and the people in the market respect the Opinions of the other people in the market. ... And that's when you realize, oh, so jumping to a different market, it's not impossible. It's just like…”
Every mention by year
tap a year for its mentions
Lenny's Podcast 10
2026 2 mentions in 1 episode
2025 1 mention in 1 episode
2024 1 mention in 1 episode
2023 5 mentions in 3 episodes 2 per episode
2022 1 mention in 1 episode
One line per show, most statements first. The link opens Geoffrey's full record on that show: the calibration, argument clarity, speaking style and every statement made there.
| Show | Role there | Eps | Statements | Record | |
|---|---|---|---|---|---|
| LENNY'S PODCASTLEDGER | Partner, Wildcat Venture Partners | 1 | 45 | 100% 1/1 | full record on Lenny's Podcast → |