Does this sound familiar?
Why it happens
Strategy decisions often stay in the slide deck. The ICP is defined in a workshop but never makes it into lead scoring, territory rules or the CRM. Targets come from the board plan, and capacity is assumed rather than calculated. When the company expands into new markets, the gaps multiply: different languages, different buying habits, different compliance rules.
A go-to-market strategy only works once it's built into daily operations: who owns which accounts, what a realistic quota looks like, and how the process adapts to each market.
What I build and fix
GTM strategy & ICP
- ICP, segments and personas
- GTM motion and channel design
- Target-account lists
Territories & quotas
- Territory and account assignment
- Quota setting and attainment tracking
- Ramp-time assumptions
Multi-market operations
- Operational support during roll-out to new markets
- Multilingual sales, customer success and support operations
What you walk away with
A go-to-market strategy that lives in your operations: a clear ICP built into your CRM, territories and quotas your team understands, and processes ready for every new market.