For B2B service firms where marketing, lead gen and sales each run alone. Below, week by week: what you receive, what your team puts in, and how you see progress.
60 minutes, free, no pitch
Each function optimises its own metric. Marketing goes for reach, lead gen for replies, sales for deals. Everyone is busy, everyone reports. The one number they share — revenue — has no owner.
A GTM system is built for a stage. What takes a firm from $500K to $1M is exactly what stalls it at $5M, so first we establish honestly where you start.
I sold lead gen on its own. I sold building a sales team on its own. Each piece worked by itself and sounded excellent on a call.
And the client was left with a pile of parts nobody had stitched together. Leads came in, meetings did not. A sales team got built with nothing to feed it. The result never added up, because adding it up was nobody's job. That is when I understood something simple: you have to sell the whole system at once, stitched into one thing. And build it with the client's own team, so that a year later it lives without me.
The system gets built whole. And one person owns it.
Lead gen is just one block out of six. Every block has an owner and a number of its own, and behind each sits a finite list of tasks. Quick wins run in parallel from the first sprint.
The obvious fixes do not wait for the foundation — they go into work immediately, while the big blocks are being built.
Every module is wrapped in AI skills. Agents take the routine: research, outreach, qualification, reporting. The team spends that time on deals.
Every phase ends with something that stays with you. The timings below are for a firm with one business development team, 6 months minimum. The more teams and channels, the more people have to change how they work, so phases run longer and the project costs more.
Day 7: a 360° assessment of your business development and a 6-month action plan. You can stop here and keep the plan.
Week 6: ICP and offer documents, a configured CRM, the first audit fixes already live. Same week: the adoption check.
Week 12: campaigns running, a weekly plan-vs-actual report, a verdict on every hypothesis.
Month 6: the system runs on your team's hands, with an instruction for every process.
Your people build the system, so these four are agreed before the start. Without the first one the project does not begin.
The person who carries what we build into daily work. If there is nobody, the first sprint goes to finding or hiring them.
How much time that person has for the project gets fixed before the start. Sprint pace depends on it, so we name it honestly.
CRM, outreach platforms, analytics, the site. An audit without data turns into a survey.
One to three sessions a week, depending on how many teams you have. Everything else goes through Slack or Telegram, with a reply within 24 hours.
These rules came out of my own failure: I closed 39 tasks out of 39, and not one of the 10 offers we built reached a campaign. We talked about it on day 90. Now failure shows by week 6.
We count how much of what was built is already in use. If it is under 30% while I have closed most of my tasks, I go to the CEO that same week with a breakdown and a plan.
Every change of course is written down: what changed, why, who decided. A month later nobody argues about where the new focus came from.
A channel with no weekly number counts as not launched. A hypothesis on fewer than 300 contacts counts as untested. The report says exactly that.
The report has two parts built from the same numbers: a page with conclusions and a dashboard you can filter by channel or by person.
How many contacts, replies and meetings were planned, how many happened, and where the plan came from.
Keep, fix or stop, and why. Plus a breakdown of every reply with a draft of the next message.
Two separate numbers: how many tasks were closed and how many of them already work inside your team.
One person owns revenue from first touch to payment. When responsibility is spread across everyone, the gap between functions stays.
Every process is written down so someone else can pick it up. While everything rests on one star, sales depend on that star's calendar.
You cannot scale or delegate what is not documented. SOP and template first, AI and automation after.
I set the tasks, hand over templates and sign off the result. The hands are yours, so the system stays when I leave. The goal: a year on, you run it yourselves.
A task closes when its result is already in use: a campaign runs on the offer, posts go out under the content strategy.
Offers come after positioning, positioning after customer interviews. A task never closes before the one it depends on.
One 60-minute call, no pitch. We work out where your GTM loses the most money and whether I can unblock it. If we are not a fit, I will say so.