Service area 4 of 5
GTM organisation, talent & enablement
Growth plans fail when they lack the people capacity, clear accountability and demonstrated skills required to execute them. The structure no longer fits the segments or motions. Roles and handoffs are unclear, so marketing, sales and customer success compete rather than coordinate. The company hires the wrong profiles, and new hires take two quarters or more to ramp, or leave in their first year. Compensation pays for the wrong behaviour. Training fades within weeks. Managers were promoted from the best sellers and inspect pipeline rather than coach it. New revenue leaders fail in their first year.
These problems are usually addressed one at a time: a reorganisation here, a new comp plan there, a training programme somewhere else. Each fix is undone by the one that was not made.
I design organisation, incentives and capability together, so the structure, the pay plan and the skills all point at the same commercial goals.
What I do
Who this is for
Economic buyers: CRO or CSO; CEO; CHRO or Chief People Officer; CFO (compensation cost and capacity); Head of Sales Enablement; VP Sales; PE operating partner; heads of global capability centres building offshore GTM hubs.
Typical situations
- A scale-up whose revenue organisation was built for an earlier stage and now has friction between marketing, sales and customer success, with handoffs that lose deals and customers.
- A CFO who needs to know how many people, in which roles and locations, the plan requires, and whether the compensation plan is affordable at target attainment.
- A CRO with a compensation plan that produces windfalls, disputes and the wrong behaviour, or that ignores the retention and expansion roles that now drive growth.
- A company that keeps mis-hiring sellers and sales leaders, and wants an evidence-based view of the current team before reorganising or acquiring.
- A Head of Enablement under pressure to prove that onboarding and training change behaviour and move revenue.
- A new CRO or CMO in their first 100 days, under pressure to act fast on limited facts.
- A global capability centre head building a GTM operations hub (inside sales, SDR, RevOps, deal desk) for a headquarters sponsor.
- A promoter-led or family-owned group professionalising its sales organisation for scale or institutional capital.
How this connects to the other areas
GTM organisation, talent & enablement builds and nurtures the capability to sustain the performance that GTM execution excellence installs. Capacity plans draw on the growth model in GTM strategy & growth and the economics in Business strategy & performance. Compensation design is delivered alongside pricing, retention and deal governance work, because pay plans that contradict pricing policy undo it. As AI changes the work in revenue roles, the AI-augmented role and capacity redesign in AI-enabled GTM transformation is delivered with the organisation design and compensation work in this area.
Engagement formats
- Focused assessment (typically four to eight weeks): organisation, capacity, compensation, talent or capability-gap assessment with a prioritised plan.
- Organisation and compensation redesign (typically twelve to twenty-four weeks): structure, roles, capacity and pay plans redesigned together, with a costed transition.
- Cohort programmes onboarding, methodology, account management or manager coaching programmes delivered by cohort with reinforcement and measurement.
- Fractional and interim leadership a senior revenue, enablement or RevOps leader on a part-time basis while the permanent role is defined and filled.
- First-100-days advisory structured support for a new CRO or CMO from appointment through the first quarterly review.
Packaged offers that start in this area
- Human and agent revenue team redesign (CEO / CFO / CHRO): redesigned processes, roles, capacity and pay plans with a costed transition, delivered with AI-enabled GTM transformation.
- GTM capability centre build (CFO / GCC head): GTM support functions transitioned to a centre with defined service levels and cost targets.
- New CRO launchpad (CEO / new CRO): a fact-based 100-day plan and early pipeline actions.
Outcomes the economic buyer can expect
- Higher quota attainment and a narrower spread of attainment across the team.
- Faster ramp and lower first-year attrition.
- Compensation cost aligned with results.
- Better hiring success and a clear view of current talent.
- Managers who improve the performance of their teams.
- Revenue leaders who succeed in the first year.
Executive briefing
Start a strategy conversation
We can discuss where I can help and what an initial engagement could cover.
- I begin with a focused discussion of your business priorities.
- Diagnose what is stalling growth.
- Identify the constraint across all or any of the five areas.
- Design a strategy blueprint.
- And align the changes that matter.
What to expect
- 01An initial assessment of the challenge and its commercial implications.
- 02A proposed scope of engagement where there is a clear fit.
Founder-led · Confidential · No obligation