Problems it solves:

Legal, finance, and systems integration get playbooks; GTM usually doesn't. Deal teams often kick the GTM can down the road. Then the problem lands squarely in the lap of the operating team, where it can stall for months.

After an acquisition, certain GTM issues are endemic. The story sellers know cold doesn’t fit anymore, so they improvise in every conversation. Buyers are confused so deals stall. Customers lose trust and start to churn. These problems may not show up for many months after an acquisition is closed.

Best for:

• B2B tech portfolio companies with complex offerings, in industries such as cybersecurity, operational technology, or information technology
• Organizations with multiple customer segments, solution offerings, and GTM motions
• Siloed leadership teams with different departmental goals that need central GTM orchestration
• VC/PE firms during the due diligence phase or first 30 days post-investment, to start operating teams on right foot

How the service works:

The approach is based on the Go-to-Market Operating System (GTMOS), which has helped hundreds of companies to increase NRR, reduce CAC, increase capital efficiency, and grow sustainably.

We start with a simple diagnostic to check assumptions and surface gaps among the GTM leadership team that can delay value creation. A GTMOS workshop clarifies priorities and connection points across all areas of GTM – product, sales, marketing, and customer success – so leaders can align on their expected future state with a shared vocabulary and joint goals.

We then work with the leadership team on a roadmap engagement focused on 6-12 month priorities. Commonly, this engagement includes:

• Moving beyond the TAM that attracted investment to a focused target market of best-fit customers
• Understanding which products offer the most value to customers and should remain in the combined portfolio
• Creating a post-integration commercial narrative that delivers on the aspirational “better together” story
• Determining how many distinct GTM plays do revenue goals require, and whether the organization has the resources to run them