Go-to-market consulting is external expertise that helps you take a proposition to market: positioning, channels, sales motion and the numbers behind them. Here is our definition of good go-to-market consulting: it ends in revenue and qualified pipeline, not in a recommendation. The deck is a by-product, not the end product.
Corporates with 500+ employees launching validated ventures and new propositions, and private equity portfolio companies that need a commercial engine, based in the EU or UK.
Ideas that have never met a customer. If the proposition is unvalidated, start with market validation first, because no amount of consulting fixes a proposition nobody committed to.
The classic model is structurally broken in one place: the advice leaves with the consultant. A strategy lands in a beautiful document, the engagement ends, and the team that must execute was never in the room where the thinking happened. Six months later the CRM is empty, the funnel exists only in slides, and nobody owns the number. Not the consultant, whose deliverable was the deck. Not the team, who inherited a plan they never believed in. The venture drifts into pilot purgatory, where activity substitutes for revenue and every quarter buys another quarter.
We do not hand over a go-to-market strategy and wish you luck. We build the machine with you, inside your business: in the CRM, on the sales calls, in the funnel and in the copy that goes out under your name.
The sequence is fixed. First the three fundamentals: a Sales Letter that forces the proposition into the customer’s language, a Growth Model that defines the numbers the engine must hit, and a Growth Engine that turns both into a working funnel. Then six modules built in live execution: prospecting, demo, closing, content, advertising and customer success. Live execution means real prospects and real deals during the build, and it comes with a hard standard: nothing counts as installed until it performs inside the Growth Model. That standard is what turns consulting into a GTM Operating System instead of a binder.
Day to day it is a week rather than a workstream. We sit in the CRM, clearing stages that stopped meaning anything and reading which deals genuinely moved rather than which ones were merely touched. We run the calls instead of observing them, and the messaging gets rewritten on what prospects said out loud, usually because a line that read beautifully in the deck died in the first ten seconds of a real conversation. Pipeline review happens in a fixed rhythm, with the same questions in the same order, because a review that reinvents itself every week cannot show you a trend.
Compare that with a classic advisory engagement, where the deliverables are the artefacts: a market analysis, a segmentation, a channel recommendation, a roadmap with quarters on it. The work is often genuinely intelligent, and it ends where the difficult part begins, because none of those artefacts survive a buyer who declines to behave like the persona. An operator discovers that on Tuesday and changes the pitch on Wednesday. An advisor discovers it at the next steering committee, if anyone tells them, and by then the conversation has quietly become whether the plan was implemented properly rather than whether it was right.
Whoever is paid for advice will produce advice, and whoever is paid for activity will report activity. Neither is dishonest; both are simply the visible form of how an invoice justifies itself, which is why a monthly report of calls made and content shipped can coexist for a year with a flat revenue line.
We are held to two numbers instead of one: revenue, and the value of the deals in the pipeline. That second number matters because B2B sales cycles are long, so in the early months of a programme revenue alone would tell you almost nothing about whether the system is working. Qualified pipeline value moves first and revenue follows, which makes it the honest leading indicator, and it only counts when a deal meets the qualification criteria we agreed in advance. Otherwise pipeline becomes the easiest number in commerce to inflate.
Once a partner carries both numbers, three things change in the working relationship. Conversations get shorter, because the only interesting question becomes which number moved and why. Access stops being a courtesy and becomes a condition, since nobody can be accountable for a funnel they are not allowed to touch. And priorities get set by the Growth Model rather than by whoever asked most persuasively, because an operator carrying a number cannot afford a quarter spent on a channel the arithmetic never supported.
The uncomfortable part comes with it, and we would rather say it here than at month six. Being held to revenue means we sometimes have to recommend stopping, and when the evidence says the proposition will not carry the model, that recommendation costs us the monthly fee, which is exactly why it is worth anything. The Go or No-Go review at month 6 exists to force that moment, since the one conversation where our interests could diverge from yours belongs in a formal gate rather than in a judgement call. Honest no-go decisions have saved our clients $20M+, and not one of them was comfortable.
Mourik, a family-owned industrial group with ventures such as CatSpider, Nanovapor and Hydrokinetics, asked us to run the European market entry toward the continent’s largest refinery and petrochemical operators. Not to advise on it. To run it. Within a year that work produced a EUR 3M+ pipeline across multiple new products and services. That is what go-to-market consulting looks like when the consultant owns a number.
A partnership that cannot be handed over was never a system. It was a dependency with an invoice attached. So we build towards the handover from the first week, and the test is concrete: four things have to end up with your team rather than ours.
Someone internally can write the next sales letter and defend every claim in it against what buyers actually said.
The interview notes, the objection library and the win and loss reasons live in your systems and stay legible to somebody who joins next year.
Every module has a written motion with its own numbers attached, so a new hire is onboarded onto a process instead of onto a person.
Stages, fields and reports mirror the Growth Model closely enough that the weekly review runs itself.
When those four are in place, the choice at the end is genuinely open: take the system in-house, or continue with us because you want the iteration rather than because the machine stops without us. That is the only version of a long partnership worth having, because maintenance should be a decision and not a necessity.
Both models below are delivered through our go-to-market programme, on a one-year contract, with a formal Go or No-Go review at month 6 so neither side pays for momentum that is not there.
Our operators run the go-to-market: they build the fundamentals, install the modules and carry the funnel, with your team alongside. There is an optional performance construction: a discount on the monthly fee that converts into a performance fee, so our upside sits exactly where yours does.
Your team executes; we architect, coach and hold the standard. Same system, your hands on the machine.
No hidden retainers, no pitch about synergy. A machine, a number and a review date. Book a discovery call and we will tell you within thirty minutes whether your proposition is ready for go-to-market or still needs validation.
A classic go-to-market consultant analyses your market and recommends a launch strategy: segments, positioning, channels and pricing. We go further. Our people are operators who build and run the go-to-market inside your business until it produces qualified pipeline and revenue, both measured in a shared Growth Model.
With us: done-for-you at EUR 9,000 per month per project, or done-with-you at EUR 4,500 per month. Both run on a one-year contract with a formal Go or No-Go review at month 6, and the done-for-you model offers an optional performance construction.
Because installing a working commercial engine is a build, not a workshop. The month 6 review protects both sides: if the evidence says stop, we stop, and you keep everything that was installed.
Usually partly. Most inherited strategies rest on untested assumptions, so we pressure-test the fundamentals first and execute what survives. If nothing survives, you need market validation before you need execution.
Yes. Our clients are corporates with 500+ employees and private equity firms across the EU and UK, and the Mourik market entry above ran across the European refinery and petrochemical landscape.
Two numbers: revenue, and the value of qualified deals in the pipeline. Pipeline value moves first in long B2B cycles and revenue follows, so both belong in the agreement, with the qualification criteria fixed in advance.
Book a discovery call. Within thirty minutes you will know whether your proposition is ready for go-to-market or still needs validation.
