Use cases

Situation

Growth or margin has fallen short of plan, and leadership priorities conflict. The business needs a common view of performance and a defensible basis for deciding what to change.

For

CEOs, CFOs, business-unit leaders and PE-backed company leadership.

The work

• Establish revenue and margin performance by segment, product and customer.
• Review the strategy against market changes and available evidence.
• Prioritise changes to offers, pricing, coverage and investment.
• Define owners, milestones and performance-review arrangements.

What you receive

A revised growth plan with documented assumptions, commercial priorities and an executive scorecard.

Measures of progress

• Revenue against plan
• Margin by segment
• Time to detect performance variance

Related services

• Business Strategy & Performance
• GTM Strategy & Growth

Situation

Sales and marketing costs are rising faster than revenue. Aggregate reporting conceals differences in customer economics, selling effort and the return from individual channels.

For

CFOs, CEOs, CROs and private equity operating partners.

The work

• Baseline commercial spend by function, segment and route to market.
• Calculate unit economics appropriate to the business.
• Locate productivity barriers using sales and activity data.
• Compare selling approaches, savings opportunities and reinvestment options.

What you receive

A prioritised reallocation plan with cost assumptions, performance measures and decisions on where to retain or change spending.

Measures of progress

• Commercial spend as a share of revenue
• Contribution by customer or service unit
• Acquisition payback, where applicable
• Revenue per commercial employee

Related services

• Business Strategy & Performance
• GTM Strategy & Growth
• GTM Execution Excellence

Situation

Realised prices vary without a clear rationale, discount exceptions are frequent, and quotes move slowly through inconsistent approvals. Leaders need visibility of deal economics and clearer decision authority.

For

CFOs, CEOs, revenue leaders and pricing teams.

The work

• Analyse the price waterfall and discount patterns in transaction data.
• Review price levels, customer segments and repricing options.
• Define discount authority, exception rules and deal-desk responsibilities.
• Plan communications, approval workflows and ongoing monitoring.

What you receive

A pricing and deal-governance framework with a documented approval matrix, repricing priorities and reporting requirements.

Measures of progress

• Realised price
• Average discount
• Approval time
• Gross margin

Related services

• GTM Strategy & Growth
• GTM Execution Excellence

Situation

Finance, sales and marketing plan separately, using different conversion and productivity assumptions. In services businesses, growth targets can also exceed the delivery capacity available to turn bookings into revenue.

For

CFOs, CROs, CMOs, COOs and practice leaders responsible for commercial and delivery capacity.

The work

• Connect pipeline, conversion, pricing and retention to revenue, cost and cash.
• Model selling capacity and, where relevant, delivery capacity and billable start dates.
• Test scenarios and reconcile functional budgets, hiring and ramp assumptions.
• Define planning responsibilities, decision points and performance reviews.

What you receive

A documented growth model and planning process with explicit assumptions, capacity requirements and investment choices.

Measures of progress

• Revenue against plan
• Pipeline coverage against requirement
• Productive capacity against requirement
• Planning cycle time

Related services

• Business Strategy & Performance
• GTM Strategy & Growth
• GTM Organisation, Talent & Enablement

Situation

Business units submit credible plans individually, but the enterprise cannot fund them all. Historical allocations obscure where further investment, restraint or exit deserves consideration.

For

CEOs, CFOs, strategy leaders and boards of groups with multiple businesses or investment options.

The work

• Compare business attractiveness, returns and capital requirements on a common basis.
• Model investment, improvement and exit options under explicit scenarios.
• Define allocation criteria, decision rights and review points.

What you receive

A portfolio assessment and capital-allocation framework with prioritised options and documented assumptions.

Measures of progress

• Return on invested capital
• Economic profit
• Capital deployed against priorities
• Cash conversion

Related services

• Business Strategy & Performance

Situation

A transformation has many workstreams, but decisions stall and reported benefits cannot be reconciled with financial performance. Teams are unclear about which initiatives still merit resources.

For

CEOs, CFOs, COOs, transformation sponsors and business-unit leaders.

The work

• Test initiative progress, dependencies and benefits against a verified baseline.
• Identify work to continue, redesign, pause or stop.
• Reset ownership, decision forums and financial benefit tracking.

What you receive

A recovery plan with revised priorities, accountable owners and a benefits register linked to the operating plan.

Measures of progress

• Validated benefits
• Milestone adherence
• Decision turnaround
• Adoption of changed processes

Related services

• Business Strategy & Performance

Situation

Clients want recurring or managed services, or AI is changing delivery effort. Existing fees and service obligations may no longer support the required returns.

For

CEOs, CFOs, COOs and practice P&L leaders in technology and professional services.

The work

• Model contribution and transition cash needs across project, recurring and managed-service options.
• Define service tiers, obligations and capacity economics.
• Test AI pricing against usage, human review and delivery variability.
• For fees linked to delivery readiness, define acceptance criteria, responsibility for the outcome and financial risk.

What you receive

Financially tested model options and a staged transition plan with explicit service and pricing conditions.

Measures of progress

• Contribution margin
• Recurring contribution
• Cost per service unit
• Transition cash requirement

Related services

• Business Strategy & Performance
• GTM Strategy & Growth
• AI-Enabled GTM Transformation

Situation

An Indian or Asian B2B company is considering the United States, Europe or the Gulf. Leaders need to test local demand, pricing and routes before committing sales resources.

For

Founders, CEOs and international sales leaders; boards and investors sponsoring expansion.

The work

• Research target buyers and prioritise entry segments.
• Adapt positioning, pricing and proof to local buying requirements.
• Compare direct, partner and marketplace routes.
• Define initial hiring profiles and onboarding requirements.

What you receive

A market-entry plan with buyer evidence, commercial assumptions and a sequenced approach to establishing the first sales team.

Measures of progress

• Qualified pipeline in the target market
• Target-market win rate
• Time to first customer

Related services

• GTM Strategy & Growth
• GTM Organisation, Talent & Enablement

Situation

Early wins depend heavily on the founder, while the target customer and pricing remain unclear. First sales hires need a usable process and clearer expectations about when founder involvement is required.

For

Founders and CEOs building their first sales team.

The work

• Review early wins, losses, usage and customer evidence.
• Define target customers, the offer and pricing assumptions.
• Document sales stages, qualification standards and founder involvement.
• Develop first-hire profiles and onboarding requirements.

What you receive

A practical sales playbook, defined buyer criteria and an initial team plan that can be tested on live opportunities.

Measures of progress

• Non-founder bookings share
• New-hire ramp time
• Conversion within the target segment

Related services

• GTM Strategy & Growth
• GTM Execution Excellence
• GTM Organisation, Talent & Enablement

Situation

Field teams serve small deals, priority accounts receive uneven attention, and distributor responsibilities overlap. Leaders need a clearer allocation of sales effort across segments and regions.

For

CROs, CEOs and channel leaders; multinational subsidiaries adapting a global approach locally.

The work

• Analyse account potential, workload and cost of sale.
• Define direct, partner and digital routes by segment.
• Design distribution coverage, account assignment and rules of engagement.
• Size and deploy sales teams against the chosen coverage.

What you receive

A segment-level route and coverage plan with staffing assumptions, channel responsibilities and a transition sequence.

Measures of progress

• Cost of sale by route
• Priority-account coverage
• Revenue by channel
• Channel conflict incidents

Related services

• GTM Strategy & Growth
• GTM Organisation, Talent & Enablement

Situation

A product or service is nearly ready, but target buyers, pilot terms and sales responsibilities remain unclear. The launch needs commercial criteria for proceeding and scaling.

For

Product and marketing leaders, business-unit heads and revenue leaders launching new offers.

The work

• Validate the target segment, value proposition and pricing.
• Define pilot design, the sales approach and rollout criteria.
• Prepare launch materials, seller training and readiness assessments.
• Set launch pipeline and bookings measures.

What you receive

A launch plan with a priced offer, pilot and sales responsibilities, readiness requirements and criteria for further investment.

Measures of progress

• New-offer pipeline
• Pilot conversion
• New-offer bookings
• Seller readiness assessment results

Related services

• GTM Strategy & Growth
• GTM Organisation, Talent & Enablement

Situation

The offer serves many segments, yet messaging sounds interchangeable and sales teams disagree about the best customers. Won and lost deals provide little shared learning.

For

CEOs, CMOs, product leaders and CROs reviewing an established offer or growth strategy.

The work

• Research customer needs, buying groups and reasons for choosing or rejecting the offer.
• Prioritise segments using commercial potential and evidence of fit.
• Develop positioning, buyer messages and supporting proof for the selected segments.

What you receive

A prioritised customer definition and messaging framework with clear evidence requirements for commercial claims.

Measures of progress

• Target-customer fit
• Qualified opportunity conversion
• Win and loss reasons
• Segment contribution

Related services

• GTM Strategy & Growth
• GTM Execution Excellence

Situation

Trials and active users create interest, but conversion is inconsistent. Sales lacks clear triggers for intervention, while enterprise opportunities fall between product and commercial teams.

For

Founders, CPOs, CROs and growth leaders in product-led software businesses.

The work

• Review activation, trial conversion and usage signals by customer segment.
• Define product-qualified leads, routing and sales-assistance triggers.
• Design the handoff from self-service adoption to an enterprise buying process.

What you receive

A conversion and sales-assistance model with qualification rules, team ownership and agreed experiments.

Measures of progress

• Activation
• Trial-to-paid conversion
• Sales-assisted conversion
• Expansion from product-led accounts

Related services

• GTM Strategy & Growth

Situation

Forecasts change late, pipeline stages mean different things across teams, and managers rely on inconsistent evidence. Leaders need a clearer view of commitments, risks and the assumptions behind the number.

For

CROs, CFOs, CEOs and revenue operations leaders.

The work

• Define sales stages with buyer-verified exit criteria.
• Establish forecast categories, roll-up methods and inspection questions.
• Align revenue data definitions and reporting ownership.
• Set review routines and accuracy tracking.

What you receive

A forecasting framework with stage definitions, inspection guides, shared metrics and a clear review calendar.

Measures of progress

• Forecast variance
• Commit attainment
• Stage conversion
• Reporting time

Related services

• GTM Execution Excellence

Situation

Lead activity is not translating into sufficient qualified pipeline. Marketing and sales disagree on lead quality, while routing, response times and follow-up vary across teams.

For

CMOs, CROs, demand-generation leaders and sales development heads.

The work

• Analyse pipeline sources, coverage and conversion by segment.
• Define lead stages, qualification criteria and handoff responsibilities.
• Review demand programmes, nurture and follow-up against buyer behaviour.
• Prioritise conversion changes and establish response standards.

What you receive

A pipeline improvement plan with agreed lead definitions, channel priorities, handoff rules and a measurement framework.

Measures of progress

• Lead-to-opportunity conversion
• Cost per qualified opportunity
• Pipeline coverage
• Lead response time

Related services

• GTM Execution Excellence

Situation

Revenue per seller is below expectations, and additional headcount has not resolved the shortfall. Leaders lack evidence about whether the constraint lies in time allocation, deal execution or broader commercial processes.

For

CROs, CFOs, commercial excellence leaders and PE operating partners.

The work

• Analyse seller activity, time use and results using available data.
• Research win-loss patterns with customer and deal evidence.
• Prioritise changes to process, coverage and deal support.
• Support implementation and track performance against the baseline.

What you receive

A productivity diagnostic and implementation plan with identified barriers, accountable owners and a benefits-tracking approach.

Measures of progress

• Revenue per seller
• Selling-time share
• Win rate
• Sales cycle time

Related services

• GTM Execution Excellence

Situation

The software is listed, but cloud-provider field engagement and qualified opportunities remain limited. Alliance teams need clearer readiness requirements, joint propositions and responsibility for shared opportunities.

For

CROs, cloud alliance heads and partnership leaders at independent software vendors.

The work

• Assess marketplace and co-sell readiness against relevant programme requirements.
• Develop joint value propositions and account plans.
• Set opportunity-sharing, pipeline-review and reporting responsibilities.
• Plan partner training and field enablement.

What you receive

A co-sell plan with readiness gaps, joint-account priorities, enablement actions and a defined opportunity-management process.

Measures of progress

• Co-sell pipeline
• Marketplace bookings
• Registered opportunities
• Co-sell win rate

Related services

• GTM Strategy & Growth
• GTM Execution Excellence
• GTM Organisation, Talent & Enablement

Situation

A significant opportunity is approaching a bid, negotiation or procurement decision. The team has activity and documents, but important buyer concerns, proof gaps or commercial risks remain unresolved.

For

CROs, sales leaders, pursuit owners and presales teams handling complex B2B opportunities.

The work

• Review bid qualification, buying-group alignment and competitive position.
• Test the proposal, value case and supporting evidence from the buyer's perspective.
• Prepare negotiation choices, procurement actions and accountable next steps.

What you receive

A pursuit plan and reviewed commercial proposal with explicit assumptions, proof gaps and negotiation boundaries.

Measures of progress

• Decision-maker coverage
• Evidence gaps resolved
• Milestone progression
• Bid outcome and realised margin

Related services

• GTM Execution Excellence

Situation

The partner programme has recruited companies, but few generate qualified opportunities. Onboarding, seller readiness and deal ownership vary across the channel.

For

Alliance, channel and ecosystem leaders; CROs and partner-enablement owners.

The work

• Review partner readiness and barriers between onboarding and the first deal.
• Define activation steps, sales capability standards and joint-account responsibilities.
• Establish deal registration, routing and a regular review of partner opportunities.

What you receive

A partner activation plan with readiness criteria, shared deal rules and an operating scorecard.

Measures of progress

• Active partner rate
• Time to first qualified deal
• Partner-sourced pipeline
• Partner deal conversion

Related services

• GTM Execution Excellence
• GTM Organisation, Talent & Enablement

Situation

Teams work across disconnected CRMs, inconsistent customer records and overlapping tools. Reporting takes manual reconciliation, while ownership of data and process changes remains unclear.

For

CROs, COOs, CIOs and revenue operations leaders in growing or recently combined businesses.

The work

• Review process needs, system usage, data quality and integration dependencies.
• Define shared customer records, revenue metrics and RevOps responsibilities.
• Plan consolidation and migration with acceptance checks, training and adoption ownership.

What you receive

A target process and data model, prioritised system decisions and a sequenced implementation plan.

Measures of progress

• Data completeness
• Duplicate records
• Active user adoption
• Total system and administration cost

Related services

• GTM Execution Excellence

Situation

Customers sign, but onboarding slows when commitments, responsibilities and dependencies are unclear. Early usage may not show whether customers have reached the value they expected.

For

Customer success, onboarding and operations leaders in SaaS and technology businesses.

The work

• Carry sales commitments and customer objectives into an accepted handoff.
• Define first-value milestones, dependencies and escalation responsibilities.
• Review early adoption and agree corrective actions with customer owners.

What you receive

A handoff checklist, onboarding milestone map and customer adoption action plan.

Measures of progress

• Time to first value
• On-time onboarding milestones
• Handoff completeness
• Agreed feature adoption

Related services

• GTM Execution Excellence

Situation

Customer losses arrive as surprises, while usage, support and relationship signals sit in different systems. Teams lack a shared view of why customers leave or which accounts need intervention.

For

Chief Customer Officers, customer success leaders, CROs and CFOs in recurring-revenue businesses.

The work

• Analyse churn and contraction by cohort and underlying cause.
• Define customer health signals and validate them against historical losses.
• Match customer coverage and response actions to the identified risks.
• Assign account owners and review whether interventions address the cause.

What you receive

A retention plan with validated risk criteria, customer response playbooks and clear coverage responsibilities.

Measures of progress

• Gross revenue retention
• Customer churn
• Risk-detection lead time
• Intervention completion

Related services

• GTM Strategy & Growth
• GTM Execution Excellence

Situation

Large customers have potential beyond the current contract, but account plans are static and relationships depend on a few individuals. Sales and customer teams need a shared basis for choosing where to invest.

For

CROs, strategic account leaders, business-unit heads and customer success leaders.

The work

• Map current purchases against credible expansion opportunities.
• Research customer priorities, stakeholders and decision requirements.
• Develop account plans and executive-sponsor responsibilities.
• Define opportunity owners, next actions and account reviews.

What you receive

Prioritised account plans with expansion hypotheses, stakeholder maps and a coordinated action schedule.

Measures of progress

• Expansion pipeline
• Cross-sell rate
• Strategic-account revenue
• Relationship breadth

Related services

• GTM Strategy & Growth
• GTM Execution Excellence

Situation

Material renewals face discount demands, while account teams cannot demonstrate customer value or the cost of serving the account. Commercial concessions need an informed basis.

For

CROs, Chief Customer Officers, CFOs and account leaders.

The work

• Assess customer profitability and renewal economics.
• Review documented customer outcomes and evidence gaps.
• Define pricing options, concession limits and negotiation scenarios.
• Assign renewal responsibilities and a decision timetable.

What you receive

A renewal decision pack covering customer value, account economics, pricing choices and negotiation responsibilities.

Measures of progress

• Renewal gross margin
• Discount on negotiated renewals
• Gross revenue retention
• On-time renewal rate

Related services

• Business Strategy & Performance
• GTM Strategy & Growth
• GTM Execution Excellence

Situation

Contracts are signed, but committed start dates depend on staffing, demonstrated skills or customer access that has not been confirmed.

For

COOs, business-unit heads, CROs and finance leaders at IT and specialist services firms.

The work

• Reconcile won deals with staffing, skills evidence and deployment dates.
• Confirm customer, access and delivery dependencies with named owners.
• Introduce readiness gates and escalation rules for start-date commitments.

What you receive

A readiness checklist, capacity confirmations and a deployment plan with named owners.

Measures of progress

• Days from signature to billable start
• Start-date adherence
• Staffing exceptions

Related services

• Business Strategy & Performance
• GTM Execution Excellence
• GTM Organisation, Talent & Enablement

Situation

The margin agreed at sale is not being realised in delivery. Extra work, ambiguous scope or delayed change approvals can remain unrecorded.

For

COOs, finance and practice leaders in IT services, consulting and delivery-led technology firms.

The work

• Audit a defined set of projects from quoted to realised margin.
• Trace unapproved effort and weaknesses in scope and change-request controls.
• Define scope baselines, change logs and approval handoffs across delivery and finance.

What you receive

A project margin analysis with documented leakage causes and recommended scope and approval controls.

Measures of progress

• Sold versus realised margin
• Unapproved delivery effort
• Captured change value

Related services

• Business Strategy & Performance
• GTM Execution Excellence

Situation

Unallocated staff remain on the bench while the same practice buys external capacity. The constraint may be skills, deployment timing, staffing mix or sourcing decisions.

For

COOs, practice P&L owners and workforce leaders in IT/ITeS and specialist services.

The work

• Reconcile bench capacity with qualified demand and deployment requirements.
• Compare staffing mix and the full cost of internal, subcontracted and partner delivery.
• Define targeted readiness actions for a named cohort and confirm deployment ownership.

What you receive

Capacity decisions and a readiness plan tied to named demand and fully loaded delivery costs.

Measures of progress

• Age of unallocated capacity by readiness
• Staffing acceptance
• Fully loaded delivery unit cost
• Subcontracting variance

Related services

• Business Strategy & Performance
• GTM Organisation, Talent & Enablement

Situation

Work is complete, but missing acceptance evidence delays invoicing. Overdue balances and unresolved disputes can then obscure the cash outlook.

For

CFOs, treasury, FP&A and delivery leaders in IT services and consulting firms.

The work

• Reconcile completed work, contractual milestones, acceptance evidence and billing status.
• Segment overdue receivables by cause and create a recovery worklist with named owners.
• Establish billing-release controls and weekly cash-forecast inputs.

What you receive

A billing queue and collections worklist supported by evidence, with clear owners and a rolling cash view.

Measures of progress

• Unbilled days
• Accepted billable value
• Overdue receivables
• Cash forecast error

Related services

• Business Strategy & Performance

Situation

The revenue organisation reflects an earlier stage of the business. Overlapping roles, unclear handoffs and inconsistent capacity assumptions make it difficult to assign responsibility and plan the team.

For

CROs, CEOs and CHROs, with finance and revenue operations leaders.

The work

• Assess structure options against segments, geography and coverage needs.
• Define role charters, decision responsibilities and cross-functional handoffs.
• Model capacity and hiring requirements under different growth assumptions.
• Plan the transition and shared management responsibilities.

What you receive

An organisation design with role charters, handoff rules and a capacity plan grounded in documented growth assumptions.

Measures of progress

• Handoff time
• Productive capacity against requirement
• Revenue per commercial employee
• Attainment against shared targets

Related services

• GTM Organisation, Talent & Enablement

Situation

Targets, territories and pay plans have evolved separately. Sellers question fairness while finance struggles to explain payout costs or the behaviours the plan rewards.

For

CROs, CFOs, people leaders and sales-operations teams revising commercial roles or annual plans.

The work

• Test territory potential, workload and quota allocation assumptions.
• Define role goals, eligible revenue measures and crediting rules.
• Model incentive costs, exceptions and rollout responsibilities.

What you receive

A calibrated quota model and incentive design with payout scenarios and governance rules.

Measures of progress

• Quota attainment distribution
• Payout cost
• Crediting disputes
• Territory workload variance

Related services

• GTM Execution Excellence
• GTM Organisation, Talent & Enablement

Situation

New hires complete training but struggle in customer conversations, while managers lack a consistent way to assess readiness and intervene.

For

Revenue, people and enablement leaders building commercial teams or addressing uneven ramp performance.

The work

• Define role competencies, hiring scorecards and practical assessment tasks.
• Build onboarding milestones with field assignments and manager checkpoints.
• Introduce readiness certification and coaching routines based on observed performance.

What you receive

Hiring and readiness standards, a role-based ramp plan and manager coaching tools.

Measures of progress

• Time to first qualified opportunity
• Ramp milestone completion
• Practical assessment results
• Coaching quality

Related services

• GTM Organisation, Talent & Enablement

Situation

A new CRO or CMO inherits an ambitious plan, conflicting views of performance and urgent decisions. A leadership gap may also leave important commercial work without an owner.

For

CEOs, incoming revenue leaders and operating partners in growing or changing businesses.

The work

• Diagnose pipeline quality, revenue operations and stakeholder expectations.
• Set priorities and accountabilities for a first-100-days plan.
• Scope interim leadership cover where needed and establish a handover rhythm.

What you receive

A diagnostic, stakeholder map and leadership plan with review milestones.

Measures of progress

• Priority milestones completed
• Pipeline coverage
• Reporting cycle time

Related services

• GTM Execution Excellence
• GTM Organisation, Talent & Enablement

Situation

Headquarters wants a global capability centre (GCC) to own more commercial support work, but the mandate, decision rights and transfer requirements remain unclear.

For

GCC heads and global functional leaders responsible for revenue operations, analytics or commercial enablement.

The work

• Build the mandate case and assess which responsibilities the centre can support.
• Define roles, service levels, shared data and transition requirements.
• Select bounded automation opportunities with controls and accountable workflow owners.

What you receive

A capability charter and transfer plan with ownership, service measures and automation priorities.

Measures of progress

• Service-level attainment
• Reporting cycle time
• Responsibility transfer milestones
• Data quality

Related services

• Business Strategy & Performance
• GTM Execution Excellence
• GTM Organisation, Talent & Enablement
• AI-Enabled GTM Transformation

Situation

Growth still depends heavily on the founder's relationships and decisions. Managers need clearer authority and a repeatable way to run the commercial business.

For

Promoters, family-business owners and professional leaders preparing the business for its next stage.

The work

• Clarify commercial roles, decision rights and delegation.
• Create a GTM plan with priorities and accountable managers.
• Establish an executive scorecard, review cadence and aligned incentive principles.

What you receive

A commercial management model with role responsibilities and a practical professionalisation roadmap.

Measures of progress

• Revenue beyond promoter relationships
• Scorecard adoption
• Decision speed
• Bookings against plan

Related services

• Business Strategy & Performance
• GTM Strategy & Growth
• GTM Organisation, Talent & Enablement

Situation

AI pilots cannot reliably retrieve current customer context or approved commercial information. Data definitions, permissions and source ownership are inconsistent.

For

CRO, CIO, Chief Data or AI Officer and revenue operations leaders.

The work

• Assess the data and knowledge required by priority commercial workflows.
• Resolve customer identities, source authority and access requirements.
• Define retrieval, content maintenance and quality checks for the selected use cases.

What you receive

A prioritised readiness plan and knowledge design with source ownership, access requirements and acceptance checks.

Measures of progress

• Data completeness
• Retrieval accuracy
• Grounded answer rate
• Content freshness

Related services

• GTM Execution Excellence
• AI-Enabled GTM Transformation

Situation

AI tools are approaching renewal or further funding. Estimates of time saved do not account for review effort, integration, model usage or whether released capacity changes business performance.

For

CFO, CRO, CIO, Chief AI Officer and procurement leaders.

The work

• Establish workflow baselines and test vendor value claims.
• Model software, inference, integration and human operating costs.
• Assess adoption and how capacity could be redeployed before funding further expansion.

What you receive

An investment assessment with explicit cost assumptions and options to retain, consolidate or change the selected tools.

Measures of progress

• Cost per successful task
• Value at observed adoption levels
• Output quality
• Capacity redeployed

Related services

• AI-Enabled GTM Transformation

Situation

Several agents assist with commercial tasks, but their actions overlap and exceptions are handled informally. A successful demonstration has not established operational reliability.

For

CRO, COO, CIO, Chief AI Officer and revenue operations leaders.

The work

• Define workflow ownership, agent actions and human decision points.
• Test representative tasks, failure conditions and escalation paths.
• Establish production monitoring, incident ownership and maintenance routines.

What you receive

A defined workflow with acceptance criteria, human fallback and ongoing operational ownership.

Measures of progress

• Task success rate
• Process cycle time
• Human review effort
• Cost per successful task

Related services

• AI-Enabled GTM Transformation

Situation

Commercial teams use AI without consistent rules for customer information, content approval or agent permissions. Legal, security and business owners lack a shared control process.

For

General Counsel, CISO, Chief Data or AI Officer, CRO and CMO.

The work

• Classify commercial use cases and define approval responsibilities.
• Set customer-data access, permitted actions and human oversight requirements.
• Establish evidence checks and escalation for customer-facing content.

What you receive

A practical control framework with named owners and review requirements for each selected use case.

Measures of progress

• Control coverage
• Review turnaround
• Unsupported-claim rate
• Control exceptions

Related services

• AI-Enabled GTM Transformation

Situation

Proposal teams need faster drafting, but AI-generated material can introduce unsupported claims or inconsistent customer information. Reviewers spend time checking statements against scattered sources.

For

CRO, proposal and pursuit leaders, sales enablement, General Counsel and commercial AI owners.

The work

• Create an approved proof and claims library with source ownership.
• Design a proposal workflow with permissions and reviewer responsibilities.
• Test drafts for groundedness, omissions and unsupported statements before wider use.

What you receive

A proposal workflow with traceable evidence, acceptance checks and accountable review.

Measures of progress

• Unsupported-claim rate
• Evidence retrieval accuracy
• Review time
• Cost per accepted answer

Related services

• GTM Execution Excellence
• AI-Enabled GTM Transformation

Situation

AI removes or changes tasks, yet roles and performance expectations still reflect the previous way of working. Claimed productivity gains have no agreed use.

For

CRO, COO, CHRO and Chief AI Officer in businesses changing commercial workflows.

The work

• Map tasks and define which decisions remain with people.
• Redesign roles, supervision and escalation routes.
• Plan reskilling and capacity redeployment with revised role measures.

What you receive

A role and capacity plan with clear accountability for people and agents.

Measures of progress

• Task completion quality
• Capacity redeployed
• Role productivity
• Employee adoption

Related services

• GTM Organisation, Talent & Enablement
• AI-Enabled GTM Transformation

Situation

The company has limited visibility into how AI-assisted research represents its offers. Its digital buying process may also depend on manual interactions that constrain agent-mediated or self-service purchasing.

For

CMO, CRO, Chief Product Officer and digital commerce leaders.

The work

• Assess visibility and accuracy across relevant AI-assisted discovery paths.
• Review offer information and the buying process for buyer-agent readiness.
• Design and test suitable self-service or agent-mediated steps.

What you receive

A prioritised discovery and buying-process plan with a defined pilot.

Measures of progress

• Answer visibility
• Offer representation accuracy
• Journey completion
• Qualified demand

Related services

• GTM Strategy & Growth
• AI-Enabled GTM Transformation

Situation

AI features or agents are sold through packages that do not reflect their cost or customer value. Enterprise pilots also lack a clear path to commercial adoption.

For

Founders, CPOs, CROs and CFOs of AI-native businesses or software companies adding AI.

The work

• Model usage, delivery costs and customer value by offer.
• Compare seat, usage, outcome and hybrid pricing options.
• Define packaging and the commercial steps from pilot to paid adoption.

What you receive

A pricing and packaging proposal supported by usage economics and an enterprise adoption process.

Measures of progress

• Gross margin by offer
• Usage revenue
• Pilot conversion
• Customer retention

Related services

• GTM Strategy & Growth
• AI-Enabled GTM Transformation

Situation

An acquisition case depends on growth that has not been tested against customer evidence, retention patterns or the quality of the sales pipeline.

For

Investment teams, operating partners and corporate development leaders assessing a target business.

The work

• Test market, customer and competitive assumptions behind the growth plan.
• Examine pipeline quality, retention, seller productivity and commercial scalability.
• Document material risks and priorities for potential post-close action.

What you receive

A commercial diligence report with supporting analysis, red flags and a stress-tested growth plan.

Measures of progress

• Material assumptions tested
• Customer evidence coverage
• Unresolved commercial risks

Related services

• Business Strategy & Performance

Situation

The investment has closed, but the company needs to decide which commercial improvements to pursue first and how progress will be measured.

For

Portfolio-company CEOs and CFOs, with PE operating partners and boards.

The work

• Establish revenue, margin and retention baselines with company leadership.
• Size and prioritise commercial improvements against the investment case.
• Assign workstream owners, milestones and a management review cadence.

What you receive

A 100-day value-creation plan with quantified improvement assumptions, accountable workstreams and a KPI dashboard.

Measures of progress

• Workstream milestones completed
• Revenue and margin against baseline
• Pipeline quality
• Retention exposure

Related services

• Business Strategy & Performance
• GTM Execution Excellence

Situation

The deal has closed, but overlapping accounts, different prices and incompatible sales routines create uncertainty for customers and teams.

For

CEOs, integration leaders, CROs and operating partners combining B2B businesses.

The work

• Map accounts and roles, identifying customer and seller retention risks.
• Align pricing, CRM responsibilities and incentive rules through a phased transition.
• Prioritise cross-sell opportunities with named account owners and review milestones.

What you receive

An integrated commercial model, customer continuity plan and prioritised cross-sell programme.

Measures of progress

• Customer retention
• Seller retention
• Cross-sell pipeline
• Integration milestones completed

Related services

• Business Strategy & Performance
• GTM Strategy & Growth
• GTM Execution Excellence
• GTM Organisation, Talent & Enablement

Situation

Several portfolio companies need help with growth, but their commercial maturity and immediate problems differ. Investment teams need a structured way to direct support.

For

PE operating partners, VC platform teams, family offices and venture builders supporting selected portfolio companies.

The work

• Diagnose agreed companies and prioritise their specific GTM constraints.
• Develop relevant playbooks and scope hands-on or interim leadership support.
• Set company-owned actions and consistent portfolio review measures.

What you receive

Company-specific support plans, a shared playbook library and a portfolio review framework.

Measures of progress

• Companies progressing against plan
• Company revenue growth
• Non-founder bookings share

Related services

• Business Strategy & Performance
• GTM Strategy & Growth
• GTM Organisation, Talent & Enablement

Situation

A fundraise or exit is approaching, but the commercial narrative relies on assumptions that are not consistently supported by customer, revenue or unit-economics data.

For

Founders, CEOs, CFOs and portfolio-company leaders preparing for investor or buyer scrutiny.

The work

• Test revenue quality and reconcile the metrics behind the growth story.
• Identify commercial evidence gaps and prioritise remediation.
• Prepare the KPI evidence pack, data-room inputs and management Q&A.

What you receive

A substantiated commercial narrative with supporting evidence and an explicit remediation plan.

Measures of progress

• Unresolved diligence issues
• KPI evidence coverage
• Retention and unit economics

Related services

• Business Strategy & Performance

Situation

Pilots and corporate venture solutions have been tested, but adoption inside business units lacks a commercial case or accountable sponsor. Corporate relationships have not translated into contracts.

For

Corporate innovation and CVC leaders; business-unit sponsors.

The work

• Review the pilot portfolio and business-unit requirements.
• Define adoption criteria, pricing and the case for further investment.
• Develop joint offers and pipeline with portfolio companies.
• Agree accountable owners and a commercial scorecard.

What you receive

A commercialisation plan with adoption criteria, business-unit responsibilities and measures of progress.

Measures of progress

• Pilot conversion
• New-offer bookings
• Business-unit revenue or cost impact

Related services

• Business Strategy & Performance
• GTM Strategy & Growth
• GTM Execution Excellence

Situation

A research team has an invention but limited evidence of who will buy it. A spinout or licensing opportunity needs a clearer commercial case.

For

Technology-transfer directors, research and innovation leaders, and spinout programme sponsors.

The work

• Assess priority markets and potential buyers.
• Run customer discovery and test the value proposition and pricing.
• Develop discovery skills and add interim commercial leadership where required.

What you receive

A market case supported by customer evidence, with commercial priorities for the next investment or licensing decision.

Measures of progress

• Validated market cases
• Licences concluded
• Spinouts generating revenue

Related services

• Business Strategy & Performance
• GTM Strategy & Growth
• GTM Organisation, Talent & Enablement

Situation

Participants need clearer target customers and stronger sales execution. Sponsors need practical work for each company and a consistent view of cohort progress.

For

Accelerator, incubator and technology-park leaders; national, state and city start-up programme teams.

The work

• Assess each company's target customers and commercial priorities.
• Run applied sprints on customer validation, pricing and sales processes.
• Develop selling skills using participants' own opportunities.
• Track company milestones and report cohort progress.

What you receive

A cohort programme with company-specific commercial plans, working sales materials and an agreed reporting framework.

Measures of progress

• Revenue and pipeline by company
• Customer conversion
• Programme milestone completion

Related services

• GTM Strategy & Growth
• GTM Organisation, Talent & Enablement

Situation

Companies enter trade missions or soft-landing programmes with limited knowledge of local buyers. Follow-up after meetings lacks a market-specific sales plan.

For

Trade, export and investment-promotion agencies; soft-landing programme directors.

The work

• Assess participating companies' readiness for the target market.
• Adapt target segments, positioning and pricing to local buyers.
• Plan buyer engagement and post-entry sales follow-up.
• Define company-level priorities and programme reporting.

What you receive

A market-specific readiness and follow-through programme, with buyer actions and clear responsibilities for participating companies.

Measures of progress

• Qualified pipeline in the target market
• Time to first customer
• Export or international revenue

Related services

• GTM Strategy & Growth

Situation

An impact investee needs to reach underserved customers, or an enterprise programme needs participating small businesses to sell through digital channels.

For

Technical-assistance heads, impact investors, development agencies and implementing partners.

The work

• Align investee support with the development mandate, or define market-access work for the enterprise cohort.
• Design distribution or digital routes, with partner selection and onboarding.
• Build commercial skills and agree programme reporting.

What you receive

A distribution or digital-market-access plan with partner actions, capability requirements and measures matched to the mandate.

Measures of progress

• Reach in priority customer segments
• Businesses actively selling through selected channels
• Revenue by route
• Agreed development indicators

Related services

• GTM Strategy & Growth
• GTM Execution Excellence
• GTM Organisation, Talent & Enablement