Capability
Revenue & GTM Strategy
I help leadership teams translate business ambition into a practical go-to-market plan. This includes market and competitor assessment, ideal customer profile definition, segmentation, positioning, channel strategy, demand generation, sales alignment and revenue-performance measurement.
Questions this answers
Where should the next phase of growth come from?
- Which markets, segments and accounts deserve the most attention?
- How clearly do customers understand why the organisation matters?
- Does the pipeline have enough qualified opportunities to reach the revenue target?
- Do marketing and sales use the same definitions, handoffs and measures?
- Which leading indicators show early whether the plan is working?
Typical work
What the work covers
GTM assessment
A review of the market, customers, offer, channels and sales motion to find where growth is being lost.
Market-entry planning
Prioritising segments, geographies and routes to market before budget is committed.
ICP and account segmentation
Deciding which customers to pursue, and in what order, based on fit and potential value.
Value proposition refinement
Sharpening why the organisation matters to each buyer and how that is expressed.
Pipeline strategy
Setting the opportunity volume, conversion and sources needed to reach the revenue target.
Sales and marketing alignment
Agreeing shared definitions, handoffs and accountability from first interest to closed deal.
KPI framework
Choosing a small set of leading and lagging measures that leaders can act on.
Outputs
A plan the leadership team can act on
This work suits leadership teams preparing to enter a market, relaunch an offer or fix uneven growth, and boards that want a clearer view of how marketing and sales produce revenue.
- AssessmentA candid view of the market, customers, offer, channels and sales motion, with the main gaps identified.
- Customer and account focusAn ideal customer profile, segments and a priority account list.
- Positioning and value propositionClear statements of why the organisation matters to each buyer.
- Pipeline and channel planThe opportunity volume, conversion and sources required, with the channels and owners to deliver them.
- Measurement frameworkA small set of KPIs and a review rhythm that connect activity to revenue.
Ways to work together
How this can be engaged
Executive leadership
Full-time senior marketing, growth or commercial roles.
Fractional leadership
Ongoing senior marketing and GTM leadership for a defined period.
Strategic advisory
Focused leadership support for a specific commercial challenge.
Project-based mandate
A clearly scoped GTM, demand-generation or enterprise-development programme.
Building a new growth agenda, strengthening enterprise go-to-market execution or evaluating senior commercial leadership?
Let’s start a focused conversation.
Contact Sachin