From GTM silos
to shared goals
GTM functions
operate in isolation
BizDev, Sales, Marketing, Success, and RevOps run disconnected workflows. Each team defines success using its own metrics and priorities. Strategic planning fragments without shared ownership or coordination.
Teams run in parallel
without alignment
GTM functions operate with separate goals, tools, and timelines. Execution fragments as each team pulls in its own direction. Strategic momentum dies in the gaps between departments.
GTM teams align
around shared execution
BizDev, Sales, Marketing, Success, and RevOps operate with unified goals. Strategic planning becomes collaborative and lifecycle-driven. Momentum builds across the entire revenue engine.
From broken handoffs
to seamless journeys
Customer journey lacks
internal continuity
Hand-offs between teams are mistimed and inconsistent. Buyer context disappears as contacts move through the funnel. Workflows fail to reflect the full lifecycle from first touch to renewal.
Buyer context vanishes
at every handoff
Critical insights disappear as contacts move between teams. Reps restart conversations without continuity or personalization. Internal disconnects surface in every external interaction.
Customer context flows
across every stage
Buyer insights are preserved from first touch to renewal. Teams act on shared signals and history. Transitions become seamless and personalized.
From conflicting KPIs
to unified outcomes
Goals and KPIs are
misaligned across functions
Teams set targets based on isolated priorities and timelines. Success metrics conflict, creating tension and execution drift. Planning lacks a unified model for performance and accountability.
Conflicting KPIs
sabotage collaboration
One team’s success undermines another’s execution. Metrics compete, incentives misalign, and planning turns adversarial. Cross-functional trust erodes under performance tension.
Goals and KPIs
reinforce unified success
Performance is measured using lifecycle-aligned metrics. Execution aligns across functions without internal competition. Planning supports coordinated growth objectives.
From inconsistent messaging
to consistent story
Messaging and positioning
vary by department
Buyers receive conflicting narratives depending on the team involved. Marketing, Sales, and Success use separate language and value props. Brand consistency erodes across the customer lifecycle.
Buyers hear a fractured
brand narrative
Marketing, Sales, and Success deliver disconnected value props. Messaging shifts unpredictably across the customer journey. Trust erodes as consistency disappears.
Messaging stays consistent
across the journey
Buyers hear a unified story from every GTM function. Value props evolve intentionally, not independently. Brand clarity builds trust and credibility.
From partial planning
to full GTM input
Revenue planning excludes
key GTM functions
Forecasts are built without input from Success or RevOps. Pipeline strategy reflects partial data and internal bias. Growth decisions rely on assumptions instead of shared insight.
Revenue planning ignores
half the GTM engine
Forecasts exclude insights from Success and RevOps. Pipeline strategy reflects blind spots and internal bias. Growth decisions lack lifecycle grounding and cross-functional input.
Revenue planning reflects
full GTM input
Forecasts and pipeline strategy include insights from all functions. Growth decisions are grounded in shared data and ownership. Planning becomes holistic and forward-looking.
From siloed systems
to shared visibility
Operational systems
reinforce team silos
CRM, enablement, and reporting tools are configured for individual use. Data visibility breaks down across roles and workflows. Systems block coordination instead of enabling fusion.
Systems block
coordination & visibility
CRM and reporting tools isolate data by team. Workflows diverge, and collaboration becomes manual. Operational friction increases with every attempt to align.
Systems enable
cross-functional coordination
CRM, enablement, and reporting tools support shared visibility. Data flows cleanly across roles and workflows. Operational friction drops as systems reinforce alignment.
From isolated rituals
to cohesive cadence
Team rituals & cadences
are not shared
Meetings, reviews, and planning cycles run in isolation. Collaboration is reactive and lacks structured touchpoints. Execution loses rhythm across the GTM engine.
No shared rituals
to drive cohesion
Meetings and reviews lack cross-functional structure. Collaboration becomes sporadic and reactive. Execution loses rhythm and repeatability.
Team rituals drive
execution rhythm
Shared meetings, reviews, and planning cycles create cohesion. Collaboration becomes structured and predictable. Execution feels intentional and repeatable.
From fragmented accountability
to lifecycle ownership
Accountability is fragmented
across the funnel
No single team owns the full customer lifecycle. Issues are passed between departments without resolution. Performance gaps persist due to unclear responsibility.
No ownership of the
full customer journey
Issues bounce between teams without resolution. Funnel gaps persist due to fragmented accountability. Performance suffers as ownership disappears.
Accountability spans the
full customer lifecycle
Ownership is clear from acquisition to expansion. Issues are resolved without delay or confusion. Performance improves through shared responsibility.
From disjointed experience
to seamless alignment
Buyer experience feels
inconsistent across stages
Prospects encounter shifting tone, priorities, and workflows. Support varies depending on which team is involved. Internal misalignment shows up in every external interaction.
Buyers experience
misalignment firsthand
Tone, priorities, and support shift unpredictably across stages. Conversations feel disconnected and trust erodes quickly. Internal chaos becomes an external liability.
Buyer experience feels
seamless and aligned
Prospects and customers encounter consistent tone and support. Internal alignment shows up in every interaction. Trust builds as execution stays unified.
From disconnected expansion
to context‑driven growth
Expansion & retention
disconnect from acquisition
Success teams lack context on how customers were sold. Upsell and renewal strategies ignore initial positioning and buyer needs. Growth efforts lose continuity and strategic relevance.
Expansion efforts ignore
acquisition context
Success teams operate without visibility into the original sale. Renewal and upsell strategies miss buyer goals and objections. Growth feels disconnected, forced, and fragile.
Expansion reflects
how the deal was won
Success teams operate with full visibility into acquisition context. Renewal and upsell strategies align with buyer goals. Growth becomes continuous, coordinated, and strategic.