Tops-down and bottoms-up sizing of the total addressable market.

Potential Deliverables:

• Market Size Analysis validated with target persona interviews and delivered with an ICP qualification heuristic.

TAM also grows inorganically through acquisition.  Making M&A accretive depends on doing rigorous diligence and crisp integration.

Potential Deliverables:

• GTM Diligence of M&A targets
• GTM Integration

Raise capital based on the size of the market, customer growth rate and the company's differentiation (product & GTM) by managing the process as a sales cycle.

Potential Deliverables:

• Pitch Deck development
• Diligence Management

Customers are a company's greatest source of momentum... and  inertia. The value delivered to customers defines a company's purpose and revenue stream.

Potential Deliverables:

• Customer Analysis of who customers are, why they bought, how they use the product, and why they renew can reveal segmentation, strengths, or weaknesses independent of a company's positioning.

Externally and internally, folks seek companies with whom it's easy to do business. Structured, proactive engagement, streamlined workflows, transparency and rapid issue resolution build the trust which underpins long-term relationships. Heroics are sometimes necessary but they don't scale.

Potential Deliverables:

• GTM Experience Diagnostic to identify what's working / what's not through surveys and journey mapping interviews.  Receive a  roadmap for the GTM experience for both customers and employees.

Clearly map the capabilities of a product & services to the business needs of their market. These unique selling points should be distinct from but supported by technical features & functions.

Potential Deliverables:

• Business Value Assessment (BVA) - Quantitatively map capabilities to business value.  Leverage Win/Loss analysis, surveys & interviews with customers, prospects, Product and customer facing teams.  Build a  BVA tool, enable the team on it and drive its adoption.
• Quantitative Case Studies

Define the atomic unit of value a company delivers and align it with how customers want to buy. (ie Per user, usage, ELAs, etc.)

Potential Deliverables:

• Pricing Update of pricing units, pricing levels and packaging based on dynamics across taking share; maximizing margin; competitive pressure and decision-making process. Based on Win/Loss analysis as well as surveys and interviews with prospects, customers, and customer-facing teams.
• Pricing Launch that combines the externally visible pricing and packaging assets (ie pricing page) with the assets and enablement of the customer-facing teams plus working with the system teams to update CPQ.

The balance of risk between a company and its team that incents new logo acquisition, customer expansion and changes in the portfolio within financial guardrails.

Potential Deliverables:

• Comp Plan Design Update that aligns incentives and risks up and down the GTM hierarchy in alignment with company objectives, financial guardrails and industry best practices.
• Quota Setting based on historical performance, market trends and the investments being made in the business - Quota Comp Plan Launch coordinated across communications to the team and implementation of the updated plans in financial processes & systems.

Robust comp plan admin creates confidence in accurate pay. That confidence supports strong culture and can differentiate a company.

Potential Deliverables:

• Comp Admin Architecture - Establish a robust process for variable pay with a single source of truth for performance metrics, predictable & transparent calculations and a clear escalation path for issues.
• Comp Tool Implementation - Increase the transparency of variable comp by implementing a scalable tool (ie Xactly, SPIFF, CaptivateIQ)
• Managed Comp Plan Admin - Comp Plan administration as a managed service. Includes implementation of a comp plans in a tool with related ROEs, monthly variable comp calculations, Tier I issue resolution, and quarterly analysis of performance, quotas and comp plans.

Align with Product on an external facing Product Roadmap to better inform buying decisions using market size and win/loss analysis.

Potential Deliverables:

• External Roadmap with horizons of the next 3 months, the following qtr, then the next 6 months. Prioritized against data on the current & future revenue opportunity.  Driven by data from win/loss/churn analysis and qualitative insight from internal & external surveys & interviews.

Crisp recruiting profiles for customer-facing roles. Profiles are based on historical performance, call recordings, and future roadmaps for both Product and Distribution (ie moving up-market into more complex deals; or launching a new product).

Potential Deliverables:

• Recruiting Profiles recommendations plus a selection of potential candidates. 

Make your company a place where folks are passionate about building their career and can make tangible progress in building competencies.

Potential Deliverables:

• GTM Career Ladder - Define the career pathing, comp bands and standard timelines for moving through the role hierarchy over the course of a career.  Operationalize the ladder with enablement and manager coaching.
• GTM Competency Matrix - Clearly describe the competencies expected at each level, a template for folks to use with their managers to track progress and enablement on the competency matrix for the team.

Personas Define the buyers involved in the purchasing of your products and services. Buyers include decision makers, technical admins and users. Their personas include what their days are like, the challenges they face, the value a solution provides and how they make decisions.

Potential Deliverables:

• Buyer Personas - Build crisp personas with easily identifiable attributes based on win/loss analysis, surveys and interviews with both customers and the customer facing team. Then drive the enablement of the team on how to target the personas and how best to engage them in the buying process.

Portfolio The mix of products and services that make up ARR today and the plan for why and how that mix will change over time.

Potential Deliverables:

• Instrumentation - Instrument your sales funnel to gain insight into product mix from early sales stages through close
• Portfolio Plan - Set multi-year targets for # and $ bookings by product to drive revenue growth (ie new logo vs new product to existing logo)
• Next Best Product - Define the data-driven playbook for entering an account with one product, then expanding to others. Then drive enablement of customer-facing teams and the development of systems to support the process.

A clearly defined partner program describing eligibility requirements and tiers of collaboration (co-marketing, co-selling, etc)

Potential Deliverables:

• Partner Program Architecture - Clearly define a program with tiers of partners in each of the following categories (as applicable): Referral Partner; Implementation Partner; Technology Partner; Reseller. Use internal and external surveys and interviews to define the program. Define the resources invested in each element of the partner program and the expected returns in terms of pipe gen and/or bookings.
• Partner Program Launch - Drive the partner program launch through the enablement of customer-facing teams and partners as well as the development of processes & systems to support the program. Map/prune partners into each of the categories to create focus.

Crisply defined channels to reach market (ie Direct Sales, Product Led of Partner Led), how they are segmented and how investment is differentiated between them.

Potential Deliverables:

• Segmentation - Crisp differentiation between distribution channels (ie Sales Segments or Sales vs PLG vs Reseller) using a combination of historical data, scenario modeling and internal/external surveys. Document the segmentation strategy in slides, then drive execution through Rules of Engagement, a GTM Operating Model, enablement of customer-facing teams and architecting the processes and systems to support the segmentation strategy
• Segment Line Move - Drive a recommendation for if an existing segment line between channels (ie MM vs ENTR Sales; Sales vs PLG) should be adjusted and if so, by how much. Analysis of line move scenarios accounts for related adjustments of TAM, quota, sales capacity and supporting resources between segments. The initiatives culminates in driving change management, including processes and systems (ie ROE changes, quota updates and account reassignments)

The organization of roles, responsibilities and capabilities that align people to the strategic outcomes of the company.

Potential Deliverables:

• Org Design - Build the role hierarchy to make roles and responsibilities clear across functions. Add succession planning to prepare the next level of leadership and prioritize hires. Document the org design with org charts and crisp searchable descriptions of open roles to target recruiting.

A quantitative plan tying sales capacity, pipe gen targets and investments (heads and $) to the Net ARR goals of the company.

Potential Deliverables:

• GTM Operating Model - Build a GTM Operating Model based on historicals + committed initiatives to increase spend or boost productivity. Driven by historical data analysis and in-depth evaluation of GTM initiatives and the degree of change they are expected to drive.
• Pipe Gen Council - Establish pipe gen targets by function from the GTM Operating Model. Then instrument performance and drive a cadence of review across GTM functional leaders to navigate the business against what is working/not

Introduce discipline into how your sellers approach each phase of the sales process through a system of principles and best practices that translate into actions. The methodology explains the “how” and the “what” behind the process, connecting the process to your customers’ needs and providing a roadmap for how to navigate each stage.

Potential Deliverables:

• Sales Playbook - Define the 'playbook' of what actions a Customer takes along their journey from Prospect to Renewal; the actions an AE takes to drive that journey; the supporting team and assets involved at each stage of the process and clear exit criteria to separate one stage from the next. Driven by data, surveys and interviews, the playbook is defined & documented. Then it is launched and reinforced through enablement and systems
• Data Driven 1:1 Templates - Make 1:1s between reps and managers more effective by informing them with data-driven dashboards on pipeline, activities and outcomes. (ie how many meetings does it typically take a specific AE to advance a deal from stage X to Y; how that compares against peers; and their forecast vs quota based on current activity levels).

Create Rules of Account and Opportunity Engagement that differentiate distribution channels and drive variable compensation.

Potential Deliverables:

• Rules of Engagement (ROE) Documentation - Collate existing GTM practices and balance them against GTM strategy, data & industry best practices to create a ROE document that reinforces distribution strategy and removes ambiguity from variable comp. Then drive the processes, systems and enablement that will strengthen ROE enforcement.

The negotiated framework of priorities objectives, measurable results and dependencies which drive success.

Potential Deliverables:

• OKR Architecture - Guide the exec team in defining company-level OKRs, a process for cascading them through the organization with a cadence for measuring against them.

A data-driven plan describing the investments and expected returns of marketing activities (ie PR, Display, Radio/TV, SEO, SEM, Direct Mail, Event).

Potential Deliverables:

• Marketing Plan - Partner with Marketing, XDR, and Partner leaders to build a plan based on historical performance and expected outcomes of new initiatives. Acknowledge the difference between Top of Funnel (TOFU) and Bottom of Funnel (BOFU) initiatives and the importance of both. Critical to instrument each marketing initiative to be able to track performance through the entire funnel.
• ROAS - Become increasingly data-driven in marketing investments by instrumenting the GTM funnel to measure Return on Ad Spend (ROAS) across marketing, Partner and Outbound pipe generation efforts.

The data driven plan describing resourcing and expected returns by partner category and tier.

Potential Deliverables:

• Partner Plan - Pair with the Partner org to develop a measurable plan based in historical performance and forecasts based on resource allocation and expected outcomes of new initiatives; calling out top partners specifically.

A forecasting cadence for pipeline generation from functional leaders: Marketing; Sales Development; Partners; Sales

Potential Deliverables:

• Pipe Gen Council - Establish a data-driven cadence where functional leaders inspect data to navigate the business based on what's working/not for pipe gen.
• Pipe Gen Forecasting - Architect and implement a pipe gen forecasting process and tool to make the pipe gen forecast visible and accountability transparent.

Return on Ad Spend (ROAS) provides an indexed metric across which all investments in pipeline generation can be compared. Critical to compare over multiple attribution methodologies and 30/60/90 and even 180 day time horizons to both align resources and steer the business

Potential Deliverables:

• ROAS Instrumentation - Work with Marketing, Partner, XDR, and Finance teams to instrument campaign-level ROAS reporting. Drive process and technology updates to make ROAS dashboarding scalable.

Establish the framework for crediting pipeline generation and ultimately a sale to a function down to the granularity of a campaign.

Potential Deliverables:

• First Touch - Define and instrument First Touch attribution, integral for budgeting purposes
• Last Touch 30 - Define and instrument Last Touch 30 attribution to inform how leaders steer the business
• Multi-Touch - Define and instrument multi-touch attribution for optimizing the customer journey and sales funnel

Structured plans for engaging an Account (or a group of similar Accts) in a sales process. Key components include: Identifying a Prospect's Business Objectives; Whitespace Analysis; Org Mapping; and building a Sales Plan.

In higher velocity segments, Account Planning can be applied to micro-verticals or groups of similar Accounts.

Potential Deliverables:

• Account Planning Launch - Architect and launch an Account Planning program. Includes selection of target Accounts; creation of an Account plan template; enablement of customer-facing teams on building out the template for their Accounts; and establishing a cadence of Account Plan reviews to build momentum.

The portfolio of case studies, Demos, ROI Tools and pricing configurators a team employs to structure discovery, qualify a prospect, and demonstrate value.

Potential Deliverables:

• Quantitative Case Studies - Case studies that highlight the business impact an offering makes. Based on in-depth interviews with customers
• Business Value Analysis - Interactive calculators that guide AEs and Prospects through building a business case. Based on in-depth customer interviews and extensive modeling.
• ROI Selling Tool - Interactive calculators that guide AEs and Prospects through building a business case. The tool is then launched through enablement with customer-facing teams

Win more deals by structuring pricing & discounts to match how customers want to buy as well as the company's product and financial guardrails of how to sell.

Potential Deliverables:

• Deal Desk ROEs - Define the rules of engagement for Deal Desk (DD) vs standard discount approval flow through interviews with customer-facing teams and best practices. Includes a proposed checklist for deals, key participants, and SLAs for deal review and approval.

A forecasting cadence for gross bookings across Sales and CX & Reseller as appropriate. Cadence captures commit, most likely and best case at each level of the sales hierarchy, and rolls-up into a commitment that the company plans against.

Potential Deliverables:

• Cadence - Align with sales leaders on the definitions of Best/Most Likely/Commit deals in the pipeline and the cadence for forecasting this month, this quarter, and next quarter. Then drive enablement of customer-facing teams and the system updates to support the process.
• Forecasting Tool - Drive implementation and enablement of a forecasting tool ranging from spreadsheets to an app like Clari

Capturing the products and/or services a customer has contracted for with $ amount and start/end dates in a structured manner for use by (a) the billing team and (b) the sales team for whitespace analysis.

Potential Deliverables:

• Process - Establish a process for tracking entitlements manually
• CPQ Implementation - Drive CPQ implementation (or refresh) to meet the needs of the business. Includes scoping, vendor recommendation, project management, and enablement.

The data set describing the # and $ of deals at each stage in the sales process and the conversion rates by % and time across stages in each segment of the business (resources are differentiated and pipeline is not fungible across segments or Geos). Pivot by created date cohort, close date (resolution date), source, industry, competitor, and manager

Potential Deliverables:

• Funnel Reporting - Partner with BizTech to instrument the GTM Funnel then create dashboards in a BI tool (ie Sheets or Tableau)
• Funnel Diagnostic - A monthly diagnostic of the GTM Funnel through an executive lens with observations and recommendations for focus / remediation

An actionable set of Mutually Exclusive / Collectively Exhaustive reasons why deals are won and lost. Instrument this data set to capture feedback on both competition and capabilities.

Potential Deliverables:

• Win/Loss Reasons - Establish an actionable set of win/loss reasons in SFDC that are concrete and Mutually Exclusive/Collectively Exhaustive
• Win/Loss Analysis - An in-depth analysis of win/loss reasons starting with historical data and extending into customer/prospect call downs. Results in a summary of where product capabilities and the sales process are either differentiating your company or leaving gaps for the competition.

Sharpen the focus of the product roadmap and accelerate deals by building a strong customer community.

Potential Deliverables:

• CAB Launch - Drive the process to select the Customer Advisory Board, then drive the initial CAB meeting including agenda and facilitation, and a 'playbook' to empower the internal team to drive the next CAB meeting.
  
• Customer Reference Program Launch - Collate the set of customers who agreed to act as references, then drive the definition of a process for (a) requesting reference calls and (b) load-balancing reference requests between customers and partnering with BizTech to scale the program in SFDC.

This is the post-sale counterpoint to the Account Plan. Externally, it drives a cadence for aligning a customer's business objectives with a company's current and road mapped capabilities. Often targets a rolling 36 month horizon. Internally, it tracks promoters and detractors in the org structure, tracks bugs and tickets affecting the account and uncovers expansion opportunities.

Potential Deliverables:

• Account Blueprinting Launch - Architect and launch an Account Blueprinting program. Includes selection of initial Accounts; creation of a Blueprint template; enablement of customer facing teams on building out the template for their Accounts; and establishing a cadence of Blueprint reviews to build momentum.
  

A forecasting cadence for subscription churn CX & Resellers as appropriate. Cadence captures commit, most likely and best case at each level of the CX hierarchy, and rolls-up into a commitment that the company plans against.

Potential Deliverables:

• Cadence - Align with sales leaders on the definitions of Best/Most Likely/Commit for upcoming renewals and the cadence for forecasting this month, this quarter, and next quarter. Then drive enablement of CX team and the system updates to support the process.
• Forecasting Tool - Drive implementation and enablement of a forecasting tool ranging from spreadsheets to an app like Clari.

Gain insight into the quantitative and qualitative reasons why customers churn.

Potential Deliverables:

• 90 Day Churn Analysis - An in-depth analysis of the quantitative and qualitative reasons why customers churned over the previous 90 days. Derived from data analysis, expert interviews and customer call-downs.Includes recommendations to reduce the risk of future churn.

A relative 'likelihood to churn' metric driven by product usage, customer engagement, NPS, and CSAT data

Potential Deliverables:

• Health Score Definition - Partner with the CX team to develop a data-driven Health Score along with the processes and systems to scale it.