Services

Use it when: The problem is felt, but the root cause is not yet clear.

What we examine: Positioning, ideal customer profile, market focus, launch or growth priorities, sales–marketing alignment, digital visibility, operating cadence, and measurement.

Evidence, not impressions: leader interviews, pipeline and CRM review, and conversations with customers who didn't buy. Every finding is logged with its source, and every score carries the evidence behind it.

What you receive: An executive readout, GTM scorecard, root-cause hypotheses, and a 90-day priority map with owners and dependencies.

Use it when: Leadership needs to choose where to play, whom to win, why the offer matters, and what must happen first.

What we build: Priority segments, ideal customer profile, buying-center view, positioning and message architecture, route-to-market choices, customer journey, and execution roadmap.

How it works

Six decisions, in order: where to play, whom to win first, why switch, how to win, what we will not do, and how we’ll know. No messaging before the first three close. The first meeting produces the decision list with owners, evidence, and dates.

What you receive: A coherent GTM strategy, decision record, 90-day action plan, ownership model, and measurement plan.

Use it when: A product, indication, market, acquisition integration, or stalled launch needs readiness, alignment, and momentum.

What we build: Objectives, evidence gaps, milestones, message architecture, channel roles, sales enablement needs, workstreams, decision rights, owners, cadence, and risk controls.

How it works

The charter comes before the workplan: objective, ready definition, decision rights, and owners on one page. Readiness is scored 5 to 1 against evidence, and re-scored at every gate. No launch call happens without a named decider.

What you receive: A launch scorecard, cross-functional workplan, decision calendar, risk register, dashboard design, and executive review rhythm.

Use it when: A CEO, commercial leader, marketing leader, founder, board member, or investor needs focused counsel and productive challenge.

What it includes: Two working sessions per month, review of agreed materials, brief asynchronous access, and a quarterly priorities reset.

How it works

Two working sessions a month, materials read in advance, one decision on the table each session. The advisor challenges, the CEO decides, and the counsel stays private. The running decision log is the only record, refreshed at a quarterly priorities reset.

What it does not include: Team management, recurring internal meetings, deliverable production, or project ownership.

Use it when: The organization needs an experienced leader now, but a full-time hire is not yet the right answer.

What it can include: GTM priorities, team leadership, agency direction, commercial cadence, launch oversight, executive counsel, cross-functional alignment.

How it works

A fixed weekly commitment on named days, embedded in the leadership team. A weekly commercial review, a monthly alignment session, and a quarterly strategy review set the rhythm. Strategy and alignment sit with the fractional leader. People decisions stay with the managers and the CEO, and sales targets stay with sales leadership.

How it is scoped: A named mandate, decision authority, expected meetings, client resources, availability, measures, and an initial three-month term.