// GTM ENGINEERING

Your product works. Your go-to-market does not._

Fractional GTM engineering for B2B companies where the standard growth playbook breaks down. Long buying cycles, misaligned ICP, missing pipeline infrastructure — I find what's broken and fix the architecture.

Currently taking clients
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// THE PROBLEM

The standard playbook does not fit your market.

Most GTM strategy is written for mid-market SaaS with 30-day sales cycles, high-intent buyers, and a single decision-maker. That is not your situation. Your situation has complex buying cycles, multiple stakeholders, and pipeline dynamics that generic growth playbooks were never designed to handle.

[LONG BUYING CYCLES]
A 30-day nurture sequence on a 90-day buying cycle.
Most CRM pipelines look healthy until they don't. Deals go quiet around day 30 and don't surface again until month four — if they surface at all. Marketing calls it "in evaluation." Sales calls it "stalled." Neither has the architecture to move it forward. The problem is not execution effort. It is that the pipeline infrastructure was designed for a buying cycle your buyers do not run. The fix is architectural.
[ICP MISALIGNMENT]
Great meetings. Slow closes. Wrong buyer.
The most common early GTM failure is not execution — it is targeting. The company looks right on paper: right industry, right size, right pain signal. But the buying structure does not match the sales motion. You are building pipeline with champions who cannot close budget, or generating demand from the right company at the wrong level of the org. More outreach does not fix a targeting problem. The fix is ICP redesign.
[MISSING MIDDLE]
Traffic. Demo requests. Nothing in between.
Most B2B sites collapse the entire funnel to a single CTA. That works when buyers are ready on first contact. In a 90-day cycle with a buying committee, they are not. Your qualified buyers visit, evaluate, and leave — and you have no system to capture, qualify, or re-engage them. The gap between first visit and demo request is where most pipeline is lost. Building the middle is usually the highest-leverage GTM investment available.
// GTM DIAGNOSTIC

Most early-stage GTM looks like this.

// representative audit — composite of common early-stage patterns

Channel Strategy 0/10

Direct-only motion. No partner channel. No distribution leverage. CAC scales linearly with growth.

Pipeline Infrastructure 0/10

Single CTA path. No mid-funnel capture. No nurture architecture for the 90-day consideration period.

Buyer Stage Mapping 0/10

Messaging treats "awareness" and "ready to buy" as the same stage. Wrong content, wrong channel, wrong ask at each touchpoint.

That is not a people problem. It is an architecture problem. I design the architecture.
// HOW IT WORKS

Three steps. No ambiguity.

This engagement is designed for founders who need a clear strategic direction, not another retainer that produces slide decks. Each step has a defined output. You know what you are getting before we start.

[01]
Diagnostic call.

30 minutes. I come prepared with research on your vertical — your market dynamics, your likely ICP misalignment, your channel constraints. We identify the bottleneck. No pitch, no deck.

[02]
Monthly retainer.

20 hours of strategic advisory per month. Weekly calls. Two written deliverables per week — positioning documents, channel memos, targeting methodologies, nurture architectures. Async access between sessions. Month-to-month.

[03]
Execution handoff.

Strategy documents, frameworks, and targeting methodologies your team runs. This is strategy, not implementation. If you need someone in your CRM 40 hours a week, that is a different engagement. I build the architecture. Your team runs the plays.

Book a diagnostic call.

In 30 minutes, I will tell you what I see in your GTM and whether I can help. No pitch, no deck.

Schedule the call