GTM Strategy
Who you sell to, why they buy, and what has to be true about your positioning, packaging and pricing before a single seller picks up the phone.
A sales team can't out-execute a bad market fit. Before we touch pipeline, hiring or your CRM, we get precise about who the business is actually built to win, and why they buy from you instead of the alternative sitting in their inbox.
Most GTM problems don't look like GTM problems. They show up as a sales team working hard and closing slowly, a pitch that changes depending on who's giving it, or a pipeline full of deals that were never really winnable. Almost always, the root cause sits one layer up, in a GTM strategy that was never made explicit.
What’s Actually In Scope
- Ideal customer profile — defined precisely enough that your team can disqualify a bad-fit deal in the first call, not the fourth.
- Positioning — the specific claim that makes you the obvious choice for that ICP, not a broader claim that competes with everyone.
- Packaging and pricing — structured around how the market actually buys, not how the product happened to get built.
- Channel strategy — which paths to market are worth the investment right now, and which are a distraction dressed up as opportunity.
If your best sales rep and your newest hire pitch the business differently, you don’t have a sales problem. You have a GTM strategy that was never written down.
Defined once, tested against real deals, then locked.
GTM strategy work is the first stage of our Working Backwards Method — it doesn’t get built in a vacuum, and it doesn’t get handed over as a static deck.
Diagnose
We review your current pipeline, win/loss patterns and pitch materials to find where the story is already inconsistent or unclear.
Define
ICP, positioning, packaging and channel priorities get written down in specific, testable language — not broad aspirational statements.
Test & Lock
The new strategy gets run against live deals before it’s locked in, so it survives contact with real buyers, not just a boardroom.