The Problem
- A sales team built around the founder's relationships.
- A marketing function added when someone had time.
- A partner program launched because a competitor had one.
- Pricing that hasn't been revisited in years.
- An ICP and IPP based more on feel than continuous measurement.
None of it was designed as a system. And now it's creating drag.
The Symptoms
Pipeline that’s inconsistent and hard to predict
Partner channels that consume resources but underperform
Sales and marketing operating on different assumptions
Positioning that makes every deal harder than it should be
Growth slowing without a clear diagnosis as to why
An organization built for yesterday’s GTM, not today’s
The Underlying Issue
The symptoms vary.
The root cause almost never does.
Your GTM was never architected intentionally.
You didn’t build it wrong.
You built it reactively — which works until it doesn’t.
