Our Capabilities
Define and prioritise the GTM strategy
Senior, hands-on leadership from day one
Fractional and interim GTM leadership
Time-bound 30/60/90-day priorities
Developing effective pipeline generation plans
Operator-led (not advisory-only)
Sales process, metrics and performance management
Stay involved until execution is repeatable
Team coaching and enablement
We support B2B SaaS and AI founders across six connected GTM domains. Most engagements start with a diagnostic across all six, then focus on the two or three that unlock the most in the next 90 days.
Strategy. Sales. Marketing. Customer Success. RevOps. GTM Engineering & AI.
We work as operator-partners, not advisors. We install the structure, run it with your team, then hand it back when it's repeatable without us.
GTM Strategy & Planning
We help startups step back, create clarity, and prioritise what matters most.
This typically includes:
Reviewing the current team, systems, performance data and operating model
Building or assessing & resetting the GTM plan with 30/60/90-day priorities
Clarifying and validating ICP and buyer personas to sharpen focus
Improving positioning and messaging and aligning to customer journey stage
Define, enrich and segment a relevant, prioritised target account list
Assessing or building new channels to market (incl new regions) and improving lead generation
Designing the AI and RevOps capability roadmap for the next 12 months, so investment in tooling follows the strategy, not the other way around
The outcome is a GTM plan that’s practical, focused, and executable — not theoretical.
GTM Execution
We work hands-on with founders and teams to turn plans into results.
This typically includes:
Fractional or interim GTM leadership, filling gaps without a full-time hire
Coaching sales reps and first-time leaders in a co-pilot capacity
Improving hiring and onboarding processes, including interviewing
Putting a clear sales process, methodology and performance in place
Ensuring your CRM and GTM systems support the sales process
Coaching teams through call reviews, deal reviews, and pipeline reviews
Building or refreshing lead generation strategies beyond random cold outbound
Drafting playbooks, scripts, sequences, and sales enablement assets
Planning and implementing strategies to increase Customer Lifetime Value:
Ensuring your CRM and GTM systems support the sales process - move to RevOps section
Standing up RevOps foundations (CRM hygiene, forecasting, reporting, commercial governance) so the team can trust the numbers - move to RevOps section
Implementing AI in outbound, lead scoring, meeting intelligence, content and internal workflows, with measurable lift not tool-sprawl - move to GTM Engineering/AI section
We stay involved long enough to ensure execution becomes consistent and repeatable.
GTM Engineering & AI
Most startups have bought AI tools. Very few have a GTM system that compounds from them. We help founders turn AI from scattered experiments into a reliable part of the revenue engine.
This typically includes:
Auditing the current GTM stack and AI footprint against the 6-domain model
Prioritising the three to five use cases that will move pipeline, conversion or efficiency in the next quarter (typically lead generation, lead scoring, meeting intelligence, outbound personalisation, forecasting, or internal ops automation)
Designing the data spine (CRM, enrichment, events, intent) that makes AI outputs trustworthy
Building and shipping specific workflows, including AI agents where they earn their place, and retiring tools that don't
Training the team to operate, measure and improve the system, so it doesn't depend on a consultant to keep running
We run this as an operator engagement, not a tooling review. The output is a working system your team owns, not a slide deck.
RevOps
Before AI helps anyone, the underlying data and process has to be trustworthy. We install the RevOps foundation most Seed to Series B teams are missing.
This typically includes:
CRM architecture, hygiene and adoption so the pipeline reflects reality
Forecasting discipline, deal reviews and pipeline reviews the team actually runs
Reporting that boards and investors trust, tied to a small number of GTM metrics that matter
Commercial governance: quota setting, territory design, comp plan sanity-checks
Tooling decisions: what to keep, what to cut, what to integrate
Building your Target Account List, enrichment and prioritisation using lead scoring and product usage data.
Deploying the data, systems and infrastructure to support product led growth