GTM Strategy
The most expensive marketing mistakes happen upstream of the marketing team. Wrong ICP, wrong positioning, wrong category narrative — no amount of execution downstream fixes any of these. GTM strategy is the upstream work.
When you need it
- Your win rates against the same competitor are dropping despite no product changes
- Your sales cycle keeps stretching and you can’t pinpoint why
- Average deal size is shrinking and you’ve outgrown your initial ICP
- Customers are using your product for something different than you intended
- You’re entering a new segment and don’t yet have a coherent narrative for it
- You’re about to raise and your category positioning is muddy
What we do
GTM Strategy engagements typically run as a Repositioning sprint ($24K, 90 days). Includes:
- Customer interviews. We talk to 8–12 of your highest-fit customers and 3–5 lost prospects. Structured interviews surface the actual purchase decision, the consideration set, the language used to describe your product, and the strategic value extracted.
- Win/loss analysis. Where deals were won, why. Where they were lost, why. Patterns become the basis for repositioning.
- ICP refinement. Sharp ICP description — specific enough that your team could screen inbound leads by reading it. “Mid-market companies” is not an ICP.
- Positioning + messaging artifacts. Homepage, sales deck, pricing page, one-pager, demo flow narrative.
- Category narrative. If you’re trying to define a new category, we’ll co-author the category-defining piece (3,000–9,000 words depending on density). The kind of piece that becomes a citable reference for the next 3+ years.
- Launch + measurement plan. Rolling out new positioning is its own project. We provide a 30-day post-launch measurement cycle to confirm signal in the metrics before declaring success.
What we won’t do
- Workshop-style positioning exercises that produce poster-sized statements no one ever uses
- Generic “brand strategy” decks with mood boards and brand archetypes
- Positioning without customer interviews (the data is in the conversations, not in the founder’s head)
- Repositioning if PMF isn’t actually there (different problem, different specialty)
