Challenge
This vendor faced misaligned sales and marketing efforts, unclear product-market fit, and weak visibility, all while preparing for potential acquisition. Despite a strong technical product, the lack of a focused GTM strategy left pipeline growth stagnant and the business unattractive to prospective buyers.
Solution
Acting as Interim CRO, we collaborated closely with the CEO and Board to:
- Restructure the sales and marketing approach, aligning around a well-defined ICP.
- Refocus efforts to close the current pipeline while boosting brand visibility with high-profile M&A targets.
- Reshape the GTM team structure, optimise resource allocation, and extend runway.
Key Activities
We began with a GTM Audit & Assessment, which identified misalignments and focus areas within their go-to-market strategy. This led to a Stakeholder Alignment phase, where we ensured the Board and leadership priorities were in sync with their M&A goals. Subsequently, we developed Tailored GTM Playbooks by rebuilding their pipeline strategy and brand positioning. Our efforts culminated in a Revenue Acceleration Focus, prioritizing activities that drove short-term revenue to extend their runway.