Get Weekly GTM Insights ↗WHO WE SERVE
For the Leaders Accountable for Growth.
We work with VC and PE firms, CEOs, and revenue leaders at $5M–$100M B2B companies. The decision you face shapes the diagnosis.
FOR VC & PE FIRMS
Put the Investment Thesis Against the Operating Reality.
A growth plan depends on more than capital. We help operating partners and portfolio-company leaders establish whether the revenue system can support the plan, where it is falling short, and what deserves investment next.
What Brings You Here
- Capital and headcount are increasing without the expected revenue progress.
- Forecasts, pipeline quality, or customer economics weaken confidence in the plan.
- The leadership team has competing explanations for what needs to change.
- A new acquisition or integration needs a clear view of commercial capabilities and execution risk.
- The value-creation plan depends on expansion, retention, or a move upmarket that the current motion has not yet proved.
What We Work Through
- Examine revenue durability, customer economics, sales productivity, and execution capacity.
- Test leadership’s assessment against team experience and operating data.
- Sequence the work with clear dependencies, resource requirements, and decision checkpoints.
- Assess whether the leadership structure, incentives, and management cadence support the investment thesis.
- Define a consistent operating baseline for portfolio comparison, board review, and exit readiness.
THE OUTPUT FOR YOUR DECISION
A Board-Ready Operating Brief
What deserves capital first?
- Evidence
- Which capability limits the value-creation plan, and what supports that finding.
- Investment
- The first priority, resource requirements, and dependencies before further spend.
- Checkpoint
- The measures and review date that support the next board decision.
CLIENT STORY
Healthicity
Healthicity connected sales, post-sales, and reporting ahead of its acquisition by Compliancy Group.
THE DECISION YOU CAN MAKE
A documented basis for what to fund, what to fix first, and how to assess progress across the portfolio.
FOR CEOS & LEADERSHIP TEAMS
Know What to Change Before You Commit More.
Growth depends on product, people, customer experience, and the commercial system working together. Before committing to another hire, channel, or market, establish which constraint needs attention and what the investment will require.
What Brings You Here
- Sales, marketing, and customer success see different causes for the same missed target.
- Growth depends on the founder or a few people, while another hire or budget increase is proposed before the constraint is clear.
- The board needs a credible plan, with priorities and a reason for the sequence.
- Customer acquisition is getting more expensive while retention or expansion misses expectations.
- A move upmarket, new channel, or new geography puts unfamiliar demands on the team.
What We Work Through
- Connect revenue goals to customer focus, the GTM motion, people, process, and data.
- Distinguish a capacity gap from a capability, alignment, or operating problem.
- Work through the priorities and implementation choices with your leadership team.
- Examine customer economics and retention alongside acquisition, so growth decisions reflect the whole business.
- Set decision checkpoints that show whether the changes are working and when to adjust.
THE OUTPUT FOR YOUR DECISION
A Leadership Investment Decision
Hire, fix the motion, or change the focus?
- Evidence
- Distinguish a capacity gap from inconsistent execution or dependence on the founder.
- Investment
- Sequence the operating changes before committing to additional people or channels.
- Checkpoint
- Assign a decision owner and define the evidence needed to continue or adjust.
CLIENT STORY
Healthicity
Healthicity’s work brought sales, post-sales, and data into one CRM, with a shared sales process and reporting a buyer could verify.
THE DECISION YOU CAN MAKE
A diagnosis and a plan your company owns, with a clear basis for what to change, in what order, and who should carry it out.
FOR REVENUE LEADERS
Turn Revenue Pressure Into a Clear Sequence of Work.
You are accountable for performance, but the constraint may sit across several teams. We help you establish what is breaking between strategy and execution and build agreement around the work that will address it.
What Brings You Here
- Pipeline and conversion depend on workarounds or a few high-performing people.
- Handoffs, CRM data, or inconsistent processes make performance hard to manage.
- Growth expectations rise while coaching, capacity, and execution remain stretched.
- Incentives, qualification standards, and account ownership pull teams toward different outcomes.
- The team is busy, but leadership cannot see which activities create durable revenue.
What We Work Through
- Examine pipeline quality, deal progression, forecasting, handoffs, and customer outcomes.
- Compare documented processes with what the team actually does.
- Define priorities, owners, and measures that connect daily execution to the revenue plan.
- Identify the enablement, coaching, and incentives needed to put the intended motion into consistent use.
- Clarify the handoffs from first conversation through onboarding, renewal, and expansion.
THE OUTPUT FOR YOUR DECISION
A Cross-Team Delivery Plan
What needs to change, and who owns it?
- Evidence
- Trace the break between customer fit, buyer progress, and first value.
- Delivery
- Define the handoff, deliverable, accountable owner, and dependencies across teams.
- Checkpoint
- Review adoption and leading indicators alongside the revenue measures.
CLIENT STORY
Healthicity
The Healthicity engagement rebuilt sales and post-sales together. Its published story reports 28% year-over-year ARR growth and 52% expansion growth.
THE DECISION YOU CAN MAKE
An evidence-based case for the changes the revenue system needs, with priorities the leadership team can act on.
UNDERSTANDING THE GTM GAP®
Growth Expectations Move. The System Has to Keep Up.
The GTM Gap® is the distance between the growth your business expects and what its revenue system can consistently deliver.
The diagnosis identifies the capabilities behind the symptoms and the order in which they need to develop.
Growth Expectations
More customers. Larger deals. New markets.
What the System Can Deliver
A repeatable motion. Clear ownership. Reliable evidence.
Where the Gap Shows Up
- Missed forecasts
- Uneven conversion
- Difficult handoffs
- Dependence on a few people
What Does the Business Need Next?
Select a stage to see the work it calls for. Different capabilities can be at different stages.
01 / STABILIZATION
Can leadership trust the baseline?
THE WORK AT THIS STAGE
Establish control over the immediate revenue risks. Reconcile pipeline and forecast definitions, clarify ownership, and identify where performance is breaking.
What This Establishes
A credible baseline and a first sequence of priorities.
02 / FOUNDATION
Can the team run the intended motion?
THE WORK AT THIS STAGE
Turn the GTM strategy into usable processes, playbooks, handoffs, and data standards. Give the team the structure and training the motion requires.
What This Establishes
A defined way of working across marketing, sales, and customer success.
03 / REPEATABILITY
Does performance hold across the team?
THE WORK AT THIS STAGE
Test adoption and results across people, segments, and operating cycles. Use coaching, reviews, and feedback to make the motion consistent.
What This Establishes
Evidence that performance comes from a working system.
04 / SCALABILITY
Can the motion expand without losing control?
THE WORK AT THIS STAGE
Test new-market assumptions, channel economics, capacity, and customer needs. Define checkpoints before committing additional resources.
What This Establishes
An expansion plan grounded in the economics and capabilities of the business.
YOUR NEXT REVENUE DECISION
Get a clear view before you commit more capital.
Tell us what the business needs to achieve and where progress has stalled. We’ll help you determine the right next step.