Free blueprint
The GTM Blueprint for growing B2B companies
Founder effort and luck get you to about twenty deals, and then that same effort stops working and you need a machine instead. This is the one we build for clients - the tools, the data model, the processes, the roles and the numbers, in the order you actually need them.
Inside the blueprint
- The stack, by funding stage
- The data model
- Seven steps, six handoffs
- Roles and hiring triggers
- The KPIs that matter
- The first 90 days
Get the blueprint
Straight to the page - no PDF, no drip sequence.
What’s inside
A go-to-market system, in the order you actually need it
By about twenty deals the hustle that got you there runs out, and no amount of extra effort takes you further. What you need is a machine. The blueprint is the one we build for our clients, written down as ten decisions you make in a set order, each one clearing the ground for the one after it.
1. Foundations: who you actually sell to
Everything downstream inherits this one decision, because the tools and the scoring all get built for whoever you name here. Name the wrong person and the machine you build ends up serving the wrong person too. Most teams settle it in an afternoon once they finally sit down to it. We start by making your ICP sharp enough that it can say no.
2. The motion: how you’ll actually sell
There is more than one way to sell, and the one you pick sets your stack and your hires. Pick wrong, or try to run several motions at once, and nothing you do compounds. We walk the options and what each one asks of you, so the motion you commit to is a real choice rather than a drift.
3. The stack: what to buy, and when
The expensive mistake here is buying the tool you’ll need in two years while you are still small, then letting that software design a process you never chose. The thing slowing a team down is almost never the tool it lacks. We go through what belongs at each stage, and the one signal that tells you it’s time to add the next thing.
4. The data model: the part nobody wants to do
This is the least glamorous decision on the list, and it also decides whether any report you ever pull actually means anything. Get the shape of the data wrong and you will spend years reconciling numbers nobody in the room trusts. We cover how to get it right while it is still cheap, before there are deals to argue over.
5. The processes: capture to renew
A lead’s journey is a chain of handoffs, and every one of them is a place context goes to die unless something is built to catch it. This is where most revenue leaks out of a growing company. We map the full path and mark the exact moments where a gate has to catch what would otherwise fall through.
6. The roles: who owns what
Most teams hire off an org chart borrowed from a company three stages ahead of them, then wonder why the new people fix nothing. Hiring is really a question of sequence, and ownership is the same: the parts of a system nobody owns are the parts that rot. We set out who to hire when, and what each seat has to own.
7. The KPIs: what each team watches
Every team drowns in numbers and acts on almost none of them. What a company actually needs is the small handful that genuinely decide the outcome, and most teams track the easy ones while they never calculate the one that hurts most. We tell you which few to watch and which ones to stop collecting.
8. The operating cadence
A go-to-market system does not hold itself up. It holds because people keep looking at it on a rhythm, and it starts to drift the week they stop. We set the cadence with you: what to review and how often, and which numbers you can stop pretending to watch.
9. The first 90 days
There is an order to building all this, and most teams get it backwards: they buy and configure in week one, before a single decision has been made. We lay out the ninety-day sequence that gets the work compounding rather than piling up on itself.
10. Where this usually goes wrong
The same handful of failures show up in almost every stalled go-to-market motion, and they turn out to be predictable enough to plan around. We close the blueprint on the ones that cost the most, and how to spot each of them before it sets.
Proof it works
The same system, in real engagements
Go deeper
Field notes on the hard parts
Questions
The GTM blueprint, answered
What is a GTM blueprint?
A go-to-market blueprint is the written system a company uses to win, keep and grow customers: the ICP, the sales motion, the tool stack, the CRM data model, the processes and handoffs, the roles, the KPIs and the operating cadence. It turns founder effort into something repeatable a team can run.
Who is this GTM blueprint for?
growing B2B companies past their first ~20 deals, where founder-led selling has stopped scaling and the go-to-market motion needs to become a system. It assumes you have a product and some customers.
Is it really free?
Yes. Fill in the form and you land on the full blueprint immediately - no PDF, no drip sequence, no sales call to see it. The form is only so we know who’s reading.
How is a blueprint different from a CRM or a tool?
A tool hard-codes whichever process you already had. The blueprint is the decision that comes first: what the objects mean, what a stage is, who owns each field, which motion you’re running. Get that right and the tool serves it; skip it and the tool designs your process for you.
Get the full blueprint
The ten decisions above, in full, with the deliverable and the figures spelled out for each and the 90-day plan to run them. Free, and you land on it the moment you fill in the form.
Open the blueprint