About Anthony

Anthony Enrico is the founder and CEO of LeanScale, a full-stack go-to-market operations company working with venture-backed B2B SaaS and AI businesses — from Series A through to companies past $500M in ARR. LeanScale runs sales operations, marketing operations and, most recently, AI operations for its clients. Anthony has spent five to six years building the firm, and hosts his own podcast with CROs, CMOs and heads of RevOps — which he treats as his primary channel for meeting the market he sells to.

What we talked about

Level zero of a real GTM — what has to exist before “go-to-market” means anything, and why go-to-market data deserves the same accuracy as the books.

The cleanup crew — why a company with nothing in place is an easier fix than one that built its own stack first.

Outbound after saturation — what still works when volume has gone up 10 to 100x, and what he sends instead of a pitch.

The hire that doesn’t create demand — the most common and most expensive early mistake, and the time he made it himself knowing exactly how it ends.

Where automation actually paid — the diagnostic that replaced a 10–20 hour manual process, and the role that no longer exists because of it.

Build versus buy after the honeymoon — why he thinks software companies are starting to look more like services companies.

Sharpest moments

On what a sales team is actually for:

The floor and the expectation you should have is they are harvesters of demand.

On making the mistake anyway:

I literally did this too after already knowing how this movie plays.

On the investment nobody can measure:

When you invest well in your brand, all of your other channels perform better.

On what gets skipped:

All of the things that are slow, nobody wants to invest in — they create the most outsized returns over time.

On the cost of building being close to zero:

Anybody can build a product, but it doesn’t mean anybody should.

On the order of operations:

Lights out product, then layer in incredible marketing, then get the sales team to harvest all those opportunities.

And on the shelf life of any of it:

This is my opinion on June seventeenth, twenty twenty six. Everything is changing so much.

Key takeaways

• Level zero of a go-to-market: a properly configured CRM, call recording so conversations become usable data, and personal AI tooling. Below that, there is nothing to operate on.
• Around Series A to B — roughly ten reps and several funded channels — go-to-market data needs the same accuracy as financial books, or every scaling decision is a guess.
• Companies that built their own stack first are harder to fix than companies with nothing: automations firing that do nothing, inconsistent measurement, accumulated tech debt.
• Outbound volume has grown 10 to 100x, so the only outbound still working leads with something genuinely valuable and personalised. LeanScale’s signals are a raise, a new CRO, or an open head of RevOps role — and the first touch is a free diagnostic of what that company’s GTM machine probably looks like.
• Over-hiring sales too early is the single most common mistake: reps harvest demand far more often than they create it. Second is underinvesting in brand, precisely because its return can’t be measured cleanly.
• Their highest-value automation is the diagnostic itself — 10 to 20 hours of manual CRM review and discovery, now agent-run from metadata, producing a more accurate report plus a full roadmap. Conversion rate and ACV went up; the role dedicated to running it no longer exists.
• A transcript pipeline turns client calls into tasks, sprint reviews and weekly recaps automatically. The gain he cares about is consistency of quality, not speed.
• Content is the inbound engine: a podcast to meet buyers, deep educational content on YouTube and LinkedIn, leadership opinion posts, and customer-only material — plus channel partnerships with the major GTM tool vendors and with VC and PE firms.
• Build-versus-buy tension is growing as models improve, and AI operations look like they are consolidating into RevOps rather than staying bespoke across every team.
• Services businesses with the right software ecosystem around them can now reach SaaS-like margins without SaaS’s front-loaded cost — which is where he expects a lot of product companies to end up.