Integrated GTM for industrialized scale, not heroic wins
Many growing companies win deals through heroics: a brilliant salesperson, a founder stepping in, a deck rebuilt the night before. It works, until you need to do it a hundred times. We set out to make winning repeatable.
The situation
The company sold two very different product lines, enterprise AI and financial crime prevention, to banks and the public sector. Sales, marketing, product and pre-sales each had their own plan, and leaders had different instincts about where to focus. Big wins happened, but they depended on a few people going above and beyond, and every deal started from scratch.
What we did
- We sized each market from the bottom up, so priorities rested on data rather than opinion.
- We built one go-to-market operating model that brought all four teams together, with a regular review for each product.
- We took the findings to leadership, including the hard ones about which markets and products to prioritise.
- We rebuilt pricing and packaging around customer scale, so sales no longer had to invent a price for every deal.
Win rates rose by around 20% as internal processes became simpler and teams stopped working at cross purposes. Over the same year, ARR grew 2.5×.
Heroic wins make good stories, but they don't scale. A shared system does: when every team pulls in the same direction, good results stop depending on a few people having a great week.