Bill.com · Go-to-market · Senior · 45 to 60 minutes

How should Bill.com unlock growth?

Bill.com provides software that helps small businesses and their accountants manage bills, invoices, and business payments online. Answer this product management case and get it graded line by line against a weighted rubric.

Go to market strategy
Pricing
Channel strategy
Network effects
Executive communication

The situation

You are a senior PM at Bill.com, and the CEO and GM want a recommendation for next year's go to market motion. The core product is useful, but growth is harder than typical SaaS because every payment touches another business, and software choices are often influenced by outside accountants or bookkeepers. Bill pay and receivables are important workflows, but they are not exciting enough to assume strong organic demand on product quality alone. Some leaders want to keep focusing on selling directly to businesses and charging any participant who uses the platform. Others think the bigger opportunity is to design packaging, pricing, and distribution around how the network actually spreads. The tension is that the company needs growth, but the wrong choice could slow adoption, hurt monetization, or create channel conflict. Leadership wants one clear company bet for the next 12 months, and they want your view on which side of the network to make easiest, who should pay, which channel to prioritize, and how to sequence the plan.

What to produce

A 2 page go to market strategy memo.

Your answer must

Identify the main growth bottleneck and state which side of the network you would optimize for first.
Recommend a pricing and access model for the paying business, the counterparty business, and the accountant or bookkeeper role.
Compare at least two distribution motions and choose one primary motion and one secondary motion for the next 12 months.
Define a success framework with one north star metric, two leading indicators, and one guardrail metric.
Outline a phased plan for the first 90 days and the following 12 months, including key risks and mitigations.

Constraints

Do not assume a major new product line or a full product rewrite.
Keep the recommendation grounded in Bill.com's existing small business payment workflows and accountant ecosystem.
Do not rely on a large increase in paid marketing spend or unsupported market share claims.

Format

Use sections titled recommendation, rationale, alternatives considered, metrics, risks, and rollout plan.

How Bill.com actually played it

Uses Bill.com to show how a free recipient experience, a paid sender tier and an accountant channel drove network-led distribution for a dull but necessary product. Strong example of choosing channels that benefit from your growth.

Make the recipient side free to spread the network
Find advisors who gain when you grow

Built from When Distribution Trumps Product by Andreessen Horowitz.