The problem this solves
Companies scale their GTM headcount faster than their GTM design. The result: roles that overlap in some places and leave gaps in others, marketing reporting into whoever had time to manage it, a sales team structured for a motion the company abandoned a year ago, and critical work like pipeline operations that everyone touches and nobody owns. Hiring more people into a misdesigned structure makes the structure's problems bigger, not smaller.
How we work
We start from your GTM motion, not your org chart: how you acquire, close, and grow customers, and what functions that motion actually requires. Then we map the current organization against it: who owns each function, where accountability is shared or absent, how capacity is distributed across acquisition and post-sale work, and where reporting lines fight against the process they are supposed to support.
We interview leaders and a cross-section of the team, because org problems look different from above and below. The gaps between the two views are usually the most instructive part.
The output is an organizational findings report: role and ownership gaps, structural friction points, capacity mismatches, and specific design recommendations. It deliberately stops short of naming who should fill which seat; it gives you the structure argument, grounded in your motion, so staffing decisions rest on design rather than history.
Deliverables
- GTM function map derived from your actual go-to-market motion
- Role and ownership gap analysis against that map
- Capacity distribution review across acquisition, conversion, and post-sale work
- Reporting line and accountability friction assessment
- Structural recommendations with options weighed for your stage