STAGEONE GTM SYSTEMS

WHAT I BUILD

Four parts. You buy the one you are short on.

The read tells you which. If your team already has one of these covered, you do not buy it from me, and I will say so before you ask.

01

GTM Architecture

Who you sell to and how you reach them

An ICP built from your closed-won record rather than a workshop. A target list specific enough that a rep knows who to call and what to say. A decision about which of the seven motions you can actually run. Stage definitions a manager can verify in ten seconds, and a forecast built on what the buyer did rather than what the seller filed.

SOUNDS LIKE YOUR TEAM

“every rep has a different idea of who we should be selling to”

“the forecast is never right”

“we are running six motions badly instead of two well”

BEST FORTeams with capable people and no written system, where results still depend on who owns the account.

GTM ARCHITECTURE IN FULL →

02

GTM Enablement

What a rep can say, and what they hold when they say it

The complete package, audited against what exists and then built. The five questions your buyers actually ask, with answers that reason from mechanism. The deck, the ROI model, objection handling, the battlecard, the proposal format. Then the weekly drill that makes the answers hold under pressure.

SOUNDS LIKE YOUR TEAM

“my reps cannot answer a hard product question without going away to check”

“everybody builds their own deck”

“we lose on the technical call and nobody can tell me why”

BEST FORTeams selling something real to a buyer who asks hard questions, where the answers have never been written down.

GTM ENABLEMENT IN FULL →

03

The Leader Layer

The job of running a revenue team

Whether you need more people or better ones, and which roles. The hiring profile drawn from who has actually succeeded here. An interview process built to find that profile. An eight-week ramp with evidence at each checkpoint. A pipeline review that asks three questions instead of going around the room.

SOUNDS LIKE YOUR TEAM

“new hires take far longer to contribute than they should”

“my pipeline review is everybody reading their deals out loud”

“I promoted my best rep and now I have one less good rep”

BEST FORAnyone handing a number to somebody else, or a leader promoted for selling who has never been shown how to run the job.

THE LEADER LAYER IN FULL →

04

AI and the Stack

Where it helps, where it does not, and what your stack should be

One prospecting prompt written for your buyer, where a rep changes the company name and forty minutes of research becomes three. Then the full process: research, meeting prep, call notes, follow-up, each documented with the point where a human takes over. Plus the stack audit, because process comes first and tools come second.

SOUNDS LIKE YOUR TEAM

“we bought the tools and nothing measurably changed”

“half the stack goes unused and I cannot tell you which half”

BEST FORTeams who have tried the tools and suspect the problem is upstream of them, and teams who have done nothing and would rather start correctly than start fast.

AI AND THE STACK IN FULL →

How much of it you buy

You buy a component. The tier is how much of it.

The Read

Finds which part is short. Two weeks, and it is credited in full against whatever you book next.

The Build

Rebuilds one part and hands it over.

The Full Build

Does what needs doing, end to end.

The Advisory

Standing time once the system exists.

PUBLISHED PRICES, FIXED SCOPE, AND A DATE THE WORK ENDS →

The part that is not a package

Half of what I do does not fit neatly into one of the four. If you already know what is broken and just need somebody who has fixed it before, say what it is and I will tell you whether I am the right person.

Not sure which one you are short on?

Three minutes, no email, and it names which of the four you need.

Run the Six Reads Or book a call