Service area 2 of 5
GTM strategy & growth
Growth investment is often fragmented across market, offer, channel and customer choices that were never tested. Targeting is too broad, so sales chases low-fit accounts. Differentiation is unclear, so buyers see interchangeable vendors and default to price. Pricing is left to sales discretion, so discounting compensates for weak positioning. One sales motion is applied to every segment, so expensive field sales are deployed on small deals while buyers who would prefer to buy without a rep have no way to do so. Growth depends on new logos while existing customers churn. Growth plans are not linked to pipeline or capacity maths. Launches and market entries underperform.
The result is weak acquisition economics and unpredictable returns on growth spend.
I make GTM choices from evidence (won and lost deals, account data, willingness to pay, buyer interviews) and express them as a plan the revenue teams can run, with the capacity and economics already tested.
What I do
Who this is for
Economic buyers: CEO; CRO or CSO; CMO; Chief Product Officer; CFO (pricing and growth planning); Head of Partnerships or Alliances; Chief Customer Officer; PE operating partner; founders of venture-backed start-ups.
Typical situations
- A scale-up whose win rates are falling and whose average deal size is flat, where positioning, segmentation and pricing have not been revisited since the last funding round.
- A CFO or CEO who suspects the company is under-pricing and leaking margin through inconsistent discounting, and wants the loss measured and fixed.
- An Indian or Asian B2B company entering the US, Europe or the Gulf, where home-market positioning and pricing need to be tested with target buyers before headcount is committed.
- A mid-market industrial, distribution or services company whose channel and distributor performance is uneven and whose buyers increasingly want digital, rep-free purchasing.
- A software company whose partner and marketplace revenue is small or unpredictable, and whose hyperscaler co-sell motion is not yet operational.
- A Chief Customer Officer whose net revenue retention is flat because expansion is left to chance and customer success is treated as a cost centre.
- An IT services or professional services firm under AI pressure on effort-based pricing, needing a monetisation model that protects margin as delivery productivity rises.
How this connects to the other areas
GTM strategy & growth translates business direction (Business strategy & performance) into market, offer and channel choices. Those choices are executed through the processes and cadences in GTM execution excellence, sustained by the structure, hiring and incentives in GTM organisation, talent & enablement, and increasingly shaped by the buyer-agent readiness and AI product monetisation work in AI-enabled GTM transformation.
Pricing and retention strategy, in particular, are usually delivered alongside execution work (deal desk, renewal management) and compensation design, because a strategy that is not reflected in approvals and pay plans does not hold.
Engagement formats
- Focused sprint (typically four to twelve weeks): one strategic question, such as ICP definition, pricing architecture or partner strategy, answered on the client's own data.
- Multi-segment GTM redesign (typically twelve to twenty-four weeks): targeting, positioning, motion design and pricing across several segments, with implementation support.
- Market-entry programme (typically sixteen to twenty-four weeks): validated entry segment, market-specific pricing and messaging, a first overseas team plan and first referenceable customers.
- Advisory retainer ongoing GTM strategy counsel to a CEO, CRO or CMO.
- Outcome-linked fees for pricing and retention programmes, part of the fee can be linked to realised price, margin or retention uplift against an agreed baseline.
Packaged offers that start in this area
- Pricing uplift programme (CFO / CEO): realised price and margin uplift tracked monthly, with an option of gain-share.
- NRR accelerator (Chief Customer Officer / CRO): higher gross and net revenue retention against an agreed baseline.
- Go global: US and Europe entry (Founder / CEO of an Indian or Asian company): market-specific positioning, pricing and first team; first customers in the target market.
Outcomes the economic buyer can expect
- Faster revenue growth with lower customer acquisition cost.
- Higher win rates and average deal size.
- Improved price realisation and lower discount leakage.
- Higher net revenue retention.
- Successful market entries and launches.
- Partner-sourced and influenced revenue that is measurable and repeatable.
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