Let’s talkEvery month, there's a conversation about how to get more leads. Your team spins out a new play: Google Ads, a new sales sequence, blog content, or a webinar. You get a sales uptick for some time and then the same conversation starts over.
This is what we call reflex marketing: tactics chosen without a direction to guide them. Every initiative competes with the others instead of working together, and your investments don't compound.
Your GTM needs a thesis: where you play, the playbook you need to support it, and how to engage customers effectively. So your next investment builds on the last one instead of replacing it.
Tell us where things stallLeads come in, but they don't look like each other. Some are ready to spend, some take months of convincing. Nobody can describe the ideal customer without listing half the market. Your close rate overall is low.
Every time it comes up, the team reacts with something new: an email blast, a LinkedIn push. There's no strategy behind it. It's spray and pray dressed up as a plan, and it resets every month.
Nobody can connect the activity to a bet the company actually made. It keeps running because stopping it feels riskier than continuing.
A GTM thesis connects three things: a bet worth making, a system to support it, and the activities that bring it to market.
Where are we placing our bets?
What systems do we put in place?
How do we bring our bets to market?
We've sat in the meetings where every quarter starts with a new channel, last quarter's initiative quietly dies, and nobody can explain why marketing spend went up while pipeline stayed flat.
Most advisors default to the motion they built their career on. We've operated across outbound, inbound, and product-led, and select based on your ACV, buyer behavior, and the assets you already have. We read those inputs together and sequence accordingly.
A new GTM direction changes how the team works: who owns what, how marketing hands off to sales, what gets measured. We build that structure alongside the strategy and stay through adoption, because a plan that doesn't come with the roles and signals to run it doesn't produce repeatable results.
Most work with strategy consultants ends when the deck is delivered. We stay through the hard part with you, where it has to hold up with real buyers. You leave with a tested direction and a motion already running.
That's a good starting point. What we usually find is that each person is doing solid work against a different priority. Content is optimizing for what they know works. Demand gen is optimizing for their dashboard. Product marketing is focused on launches. Everyone is busy, and it adds up to less than it should because nobody upstream has decided which of those bets matters most right now. We help settle that so the team pulls in the same direction.
That's exactly what this engagement is for. Most clients come to us before the direction is clear. If you already had the answer, you probably wouldn't need the work.
It depends on what we find. A focused engagement can run 4 to 8 weeks. Some clients prefer a longer commitment if the change is more systemic, like moving from SMB sales to enterprise sales. In this case, we’d be happy to work out a fractional format that works for you.
Sometimes the problem is here. Sometimes it sits in how the company is positioned, or in the fact that nobody is running marketing as a function. Worth thirty minutes to find out before anyone writes a scope.
Tell us where things stall
