Jevgenij Polonis on winning niche enterprise markets and cracking the US as a baltic startup

Some founders choose easy markets.

Others choose the ones with whiteboards, queues of trucks, and warehouse chaos.

Jevgenij Polonis, CEO and co founder of GoRamp, fits firmly into the second group. His team built a logistics platform in a conservative industry where many companies still run operations on paper. Despite that, GoRamp scaled into more than thirty countries and became a top two player in North America.

This is how he did it.

Building GoRamp from a Real Pain

Jevgenij worked in one of the largest transportation companies in the region. He was supposed to focus on key accounts. In reality, he was drowning in operations.

He described the breakthrough moment clearly.

“I reached the limit where I could not do my main job anymore. There was so much operational work that it became impossible to focus on sales.”

That pain turned into the GoRamp idea. Enterprise logistics teams had custom software. Small and mid sized companies had nothing except Excel, whiteboards, and constant firefighting.

GoRamp wanted to give them an affordable, configurable platform without six figure costs.

Simplifying a Complex Problem

If you want to understand the product, Jevgenij uses the best analogy.

“It is like booking a doctor. Without software you do not know the queue until you are inside. Warehouses have the same problem.”

GoRamp helps warehouses avoid peak hour chaos, reduce truck waiting times, and increase efficiency by turning capacity into simple bookable time slots.

It sounds simple. Execution is not.

That simplicity is their advantage.

Narrowing Down to a Precise ICP

In the early days the team chased every company with a warehouse. Later they realised the biggest lesson in selling niche enterprise tools.

“Instead of chasing five thousand companies, we focused on the one hundred that match our ICP. The result is the same or even better.”

Refining the ICP drove win rates, shortened the cycle, and removed endless convincing attempts with companies that were not ready.

If a prospect did not understand the value, GoRamp moved on.

Focus became leverage.

Going Global and Choosing the US Over Europe

Europe looked like the obvious expansion region. But Jevgenij saw something founders rarely admit.

“Most decision makers in Europe will not speak English well enough. You need local teams. In the US the one percent who feels the pain is three hundred people rather than two.”

So GoRamp doubled down on the US. While others complained about the market being too big and too competitive, they saw scale and language simplicity.

They accepted one cost. Evening calls.

Everything else worked in their favor.

What Actually Worked in the US

Outbound failed quickly. Pickup rates were too low. Nobody wanted cold calls.

“We faced the same challenge as everyone. You call and the first question is is this a cold call. Yes. And it ends.”

The winning formula became:

• inbound through Google both paid and organic
• product review platforms like G2 and Capterra
• large US trade shows where volume is ten times higher
• precision targeting instead of mass outreach

With this they became a top contender in their category in North America.

Reinventing the Sales Org

Jevgenij did not follow the traditional SDR to AE model.

They tried it.

It failed.

“If you reach the decision maker they want to talk now. They ask specific questions immediately. SDRs could not answer them.”

The solution became a full cycle seller. Someone who can prospect and close. Someone who is coachable, hungry, and willing to learn a complex industry.

They learned a hard truth.

“It is easier to teach a motivated SDR to close than to teach a senior AE to book meetings.”

This approach only works with a tight ICP. That is why they narrowed it.

Culture, Flexibility, and Keeping Top Talent

GoRamp has people doing calls with Australia at six in the morning and calls with the US in the evening.

They still insist on in person collaboration.

“2 days per week in the office helps us make decisions faster. Small things get solved much quicker.”

The tradeoff is flexibility. People work when the customer needs them. Not when the clock says nine to five.

Making Tech Work Instead of Collecting Tools

While startups stack ten tools on top of each other, GoRamp picked a different direction.

“Our main software is HubSpot. We try to automate as much as possible inside one system. Testing a new tool every few days does not work.”

They plan to explore more AI and automation but only after the core is fully optimized.

This discipline prevents tool chaos and keeps the sales motion simple.

The Vision: Becoming the Salesforce of Warehouse Operations

GoRamp’s long term strategy is land and expand. Start with one site. Add more locations. Add more modules. Add more value.

“We do not try to close twenty locations at once. Too much risk. We land one and expand from there.”

Their product strategy mirrors it. Instead of trying to own the entire supply chain, they focus relentlessly on warehouse and yard operations.

Multiple modules. One login. Deep value.

A real category creation opportunity.

Founder Advice Jevgenij Lives By

He sees founders burning out trying to do everything at once. He recommends something simpler.

Learn through conversations.

“In Lithuania you can write to anyone and ask for a coffee. Almost everyone will say yes.”

For sales learning he recommends Thirty Minutes to President Club. For Baltic stories he recommends Pursuit of Scrappiness.

How to Reach Jevgenij

He jokes that if you are a good AE, you will find all his data anyway.

But here is the easy way.

LinkedIn: search for Jeff Polonis

Email: can be found on the GoRamp site