In hindsight, I think I could have included one more thing: "the right pricing". PLG and the consumerization of enterprise/IT/security/etc demands that the sales cycle can exist with minimal, if any sales team interaction. For the product to lead growth, that cycle needs to be extremely small (days or weeks) with an entry-level price that comes in well under the amount that triggers CFO/procurement involvement, or a freemium tier, or a pull-out-a-credit-card subscription model.
The reason I mention this is that it tends to *immediately* exclude 95%+ of the security market, which tends to take the "build for the rich early, trickle down to the poor later" GTM approach. That means aiming for 5 or 6 digit deals with long sales cycles, filling out SIGs, POCs - all stuff that's generally incompatible with a PLG approach.
In hindsight, I think I could have included one more thing: "the right pricing". PLG and the consumerization of enterprise/IT/security/etc demands that the sales cycle can exist with minimal, if any sales team interaction. For the product to lead growth, that cycle needs to be extremely small (days or weeks) with an entry-level price that comes in well under the amount that triggers CFO/procurement involvement, or a freemium tier, or a pull-out-a-credit-card subscription model.
The reason I mention this is that it tends to *immediately* exclude 95%+ of the security market, which tends to take the "build for the rich early, trickle down to the poor later" GTM approach. That means aiming for 5 or 6 digit deals with long sales cycles, filling out SIGs, POCs - all stuff that's generally incompatible with a PLG approach.