Do you need PMF before this engagement makes sense?

Yes. GTM strategy is most useful when you have customers, a product that solves a real problem, and growth that has stalled or is inconsistent. Pre-PMF teams benefit more from customer discovery work than GTM design.

GTM STRATEGY — Engagements from $5,000

Jake McMahon — ProductQuant

8+ years B2B SaaS · Behavioural Psychology + Big Data (Masters)

Your sales team closes more of the right deals — because your positioning reflects what actually makes customers buy.

Most B2B SaaS companies have a sales problem that is really a positioning problem. The message doesn’t match the buyer. The ICP is too broad. The segment you’re entering has no clear beachhead. This engagement works that out — and puts the result into documents your team can use this quarter.

Book a call → See what’s included ↓

ICP definition · messaging hierarchy · win/loss analysis · 30-day GTM plan · fixed scope

WHAT YOU HAVE AT THE END

ICP definition The exact buyer profile that closes fastest — attributes, triggers, and red flags

Messaging hierarchy A layered message architecture: primary claim, supporting proof, objection responses

Win/loss summary Why deals close and why they don’t — sourced from real calls and data

Channel guidance Which channels reach this buyer and which ones waste the budget

30-day GTM plan A sequenced action plan your team can execute without waiting for another deck

$5,000 – $25,000 · fixed scope

WHAT CHANGES

Your ICP

The buyer profile that closes reliably is defined precisely — so sales stops pitching to anyone who fits a loose persona and starts focusing on the deals most likely to close.

WHAT YOU LEAVE WITH

Usable docs

Every output is formatted for a specific job: messaging for your website, ICP for your sales team, channel guidance for your marketing lead. No interpretation required.

THE GUARANTEE

Your language

Your positioning reflects your best customers’ actual language — or we keep refining until it does. The deliverable exists and is grounded in real buyer evidence.

Teams Jake has worked with

THREE SIGNS THE GTM MOTION IS WORKING AGAINST YOU

Sales messaging doesn’t match what actually closes deals

“We have a deck, a one-pager, and a set of discovery questions. But half the deals that close don’t follow any of it. Sales does what works in the room, and nobody has pulled that into the official story yet.”

Head of Sales — B2B SaaS, Series A

Entering a new segment without knowing the real buyer

“We agreed we’re going upmarket. But we haven’t talked to enterprise buyers, we don’t know which team owns the budget, and we’re about to spend a quarter finding out the hard way.”

CEO — B2B SaaS, Post-Seed

Positioned for one market while competitors have already moved

“We updated our homepage last year. Since then two competitors launched with better positioning for the buyer we thought was ours. We’re still running the old message and wondering why win rates are down.”

VP Marketing — B2B SaaS, Growth stage

WHAT YOU GET

Six outputs your team can use on the day they arrive.

Foundation

ICP Definition

A tightly written description of the buyer who closes fastest, stays longest, and refers others. Built from your win data, not a whiteboard exercise about who you’d like to sell to.

Firmographic and behavioural attributes of your best-fit buyer
Buying triggers — what causes them to start looking
Red flags that predict a bad-fit deal early
How to qualify in and out faster during discovery

Research

Win/Loss Analysis

A structured review of deals you closed and deals you lost — pulling out the patterns that separate them. Not why sales thinks they lost, but what the data and call evidence actually shows.

Deal patterns by segment, company size, and source
Objections that recur in losses — and how to respond to them
Moments in calls where momentum is won or lost
Which competitors come up, on which deals, and why they win

Core output

Messaging Hierarchy

A layered message architecture that tells your team exactly what to lead with, what to support it with, and how to respond when buyers push back. Written in the language your buyers actually use.

Primary claim — what you lead with and why
Supporting proof points, each tied to a specific buyer concern
Objection responses for the three most common stalls
Segment variants where the primary segment has distinct buyers

Execution

Channel Strategy

A clear view of which channels reach your ICP reliably and which ones waste budget. Based on your existing motion, not a generic playbook written for a different company.

Channel-by-channel assessment against your ICP’s actual behaviour
Where to concentrate effort in the next 90 days
Channels to deprioritise and why
What “good” looks like as a signal in each channel you keep

Sales layer

Sales Enablement Pack

A short pack your sales team uses directly: a one-page positioning summary, updated objection handling, and a talk track that matches the new messaging. Formatted to hand over, not to present.

One-page positioning summary for sales calls and demos
Objection handling updated from win/loss findings
Competitor context: where you win, where you don’t, and why
Discovery questions tuned to your ICP’s actual buying triggers

Launch layer

30-Day GTM Plan

A sequenced action plan for the first 30 days after the strategy is agreed. Not a slide with arrows on it — a list of decisions, owners, and first steps your team can start on Monday.

Week-by-week priorities for the first month
Which decisions need to happen first and who owns them
How to know if the GTM motion is working by day 30
What to revisit at the 60-day mark as evidence comes in

On how positioning stalls: the most common GTM problem is not a weak message — it’s a message that was written for a buyer profile that no longer matches who actually closes. If the ICP drifted while the website copy stayed the same, sales improvises in the gap. Fixing the positioning doesn’t require a rebrand. It requires working out what your best customers actually bought and putting that language back into the motion.

HOW THIS WORKS

Four weeks from existing sales data to a GTM motion your team can run.

WEEK 1

Audit & Research

Review existing sales data, call recordings, positioning, and competitive landscape. Interview two to three best-fit customers. Map the gap between what the market says and what the team believes.

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WEEK 2

ICP & Win/Loss

Define the ICP from real deal evidence. Pull patterns from won and lost deals. Identify the objections that appear in every loss and the signals that predict every win.

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WEEK 3

Messaging & Channels

Build the messaging hierarchy in your buyers’ language. Map it to the right channels. Draft the sales enablement pack your team can use directly.

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WEEK 4

Plan & Handover

Build the 30-day GTM plan. Run a readout with your founding team. Hand over everything formatted for the people who will use it.

Day 30: your team is running a GTM motion built around what actually closes deals.

FIT CHECK

This engagement works when there’s a real GTM problem to solve, not a vague growth aspiration.

GOOD FIT

Post-PMF B2B SaaS teams with customers, inconsistent win rates, or a new segment to enter

Have customers · sales motion exists · something specific is stalling

The situation

You have a product that solves a real problem and customers who prove it. But growth is inconsistent: some deals close easily, others stall for reasons that aren’t clear. Or you’re entering a new segment and want to build the motion before spending a quarter finding out the hard way what doesn’t work. Or your positioning was written two years ago and the competitive landscape has moved.

What you leave with

An ICP definition built from real deal data, not demographic assumptions
A messaging hierarchy your sales team can actually use on calls
A 30-day plan so the strategy doesn’t sit in a folder

The GTM motion reflects who actually buys — so the next 20 deals look more like your best 5.

NOT A FIT

Pre-product teams, or companies where the product itself hasn’t found traction yet

Wrong stage or wrong problem

When this engagement doesn’t apply

GTM strategy is built from evidence: what closed, what didn’t, who stayed, what objections recur. If you don’t have customers yet, there’s no deal data to pull from — and a GTM strategy built on assumptions is just a plan that will need rewriting once you have real buyers. Similarly, if sales is inconsistent because the product itself is still changing shape, fixing the message won’t fix the motion.

Better starting points

Customer discovery calls before formalising any ICP
A positioning hypothesis built from a handful of early interviews
Activation or retention work if users arrive but don’t stay

Jake McMahon — ProductQuant

Jake McMahon

8+ years B2B SaaS · Behavioural Psychology + Big Data (Masters)

I run this engagement myself. The buyer research, the deal analysis, the messaging work, the 30-day plan — all of it. GTM strategy fails when it’s built by someone who hasn’t read your sales calls, hasn’t talked to your customers, and doesn’t understand the specific gap between where your motion is today and what it needs to do next quarter.

Everything is formatted for the person who needs to use it. The messaging hierarchy goes to your marketing lead. The ICP definition goes to your sales team. The 30-day plan goes to whoever is running the GTM motion. You don’t need to translate anything after the engagement ends.

I won’t do this:

Write positioning copy without reading your actual sales calls and customer interviews
Define an ICP from a whiteboard exercise when deal data is available
Deliver a strategy deck without a 30-day execution plan attached
Recommend a channel without checking whether your ICP actually uses it

What if we don’t have clean deal data?

We work with what exists. If you have call recordings, those are often the most useful source. If you have a CRM with notes and close/lost reasons, we pull patterns from that. If your data is sparse, we supplement with short buyer interviews — three conversations with recent customers often surfaces more than months of unstructured CRM notes. The ICP definition will be clearly labelled by what evidence it’s built from, so you know how much weight to put on each part.

Teams Jake has worked with

PRICING

Fixed scope. Everything your team needs to act.

$5,000 – $25,000

fixed scope · based on company stage and engagement depth

Most founders start with a 2-week positioning sprint

ICP definition built from real deal and customer evidence
Win/loss analysis from sales call recordings and CRM data
Messaging hierarchy written in your buyers’ language
Channel strategy matched to your ICP’s actual behaviour
Sales enablement pack formatted for your sales team to use directly
30-day GTM plan with sequenced priorities and owners
Readout session with your founding team included
Everything stays with your team permanently

Scope and price agreed before the engagement starts. No surprises on either side.

Book a 30-minute call →

Your positioning reflects your best customers’ actual language — or we keep refining until it does. If the messaging hierarchy doesn’t hold up when you test it on real sales calls, we rework it. The deliverable exists and is grounded in buyer evidence before the engagement closes.

Questions.

Or book a call →

What is a GTM strategy engagement, exactly? +

A GTM strategy engagement works out who your real buyers are, why they choose you over alternatives, and how your sales and marketing motion should reflect that. The output is a set of documents your team uses directly: an ICP definition, a messaging hierarchy, a win/loss summary, channel guidance, and a 30-day plan. It is not a strategy deck that lives in Google Drive — it is material your sales team uses on calls and your marketing team uses to update the website.

How is this different from hiring a marketing agency? +

Agencies sell execution: campaigns, content, paid channels. This engagement works out the strategy those campaigns should carry. Positioning, ICP sharpness, and messaging hierarchy come first. Once those are right, execution becomes far less expensive to run — because the message is reaching the right buyer with the right claim. Most companies run expensive campaigns before the positioning is ready. This engagement solves the positioning first.

Do we need PMF before this makes sense? +

Yes. GTM strategy is most useful when you have customers, a product that solves a real problem, and growth that is inconsistent or stalled. Pre-PMF teams benefit more from customer discovery work than GTM design — because GTM strategy is built from evidence, and the evidence comes from real buyers who have already converted. If you are still finding the right problem to solve, start with customer discovery.

What does the win/loss analysis involve? +

Win/loss pulls patterns from deals you closed and deals you lost. The main sources are call recordings, CRM notes, and close/lost reasons. If those are thin, short buyer interviews fill the gap. The analysis identifies which buyer types close reliably, what objections recur in losses, and where the current messaging fails to match what actually converts. The output is a short report your sales team reads in 20 minutes and uses on the next call.

How long does the engagement take? +

A positioning sprint runs 2–3 weeks. A full GTM engagement covering ICP, messaging, channel strategy, sales enablement, and the 30-day plan runs 4 weeks. The exact scope and timeline are agreed before the engagement starts. If you have a specific deadline — a product launch, a sales cycle, a board meeting — that anchors the schedule.

What do we own at the end? +

Everything. The ICP definition, the win/loss summary, the messaging hierarchy, the channel guidance, the sales enablement pack, and the 30-day plan. All formatted for the person who needs to use it. There is no dependency on ProductQuant after the engagement ends — your team can run the GTM motion, update the messaging, and adapt the plan without needing to come back for permission or context.