The GTM Audit
In two to three weeks we map your revenue engine against your real CRM data, quantify where it leaks, and name the first system worth building. $5,000 fixed.
Why AI stalls inside revenue teams
Every team can buy the same models. That part is commodity. What is not commodity is knowing which step of which workflow belongs to deterministic software, which belongs to an agent, and which stays with a person who is accountable for the outcome.
The documented process is rarely the real process. A demo works on the clean case. Production meets the inbound that arrives in four shapes, the deal that skipped a stage, the account nobody re-assigned after the rep left. The exceptions are where the work actually lives, and they are written down nowhere.
95% of enterprise GenAI pilots produce no measurable P&L impact. The causes are integration, workflow fit and data foundations - not model quality.
MIT NANDA, 2025
Where it shows up in a revenue engine
The deliverable
Not a slide deck of recommendations. A map of how the work runs today, what it costs you, and what to do about it first.
Traced from your CRM record - timestamps, ownership changes, stage transitions - not from the process document.
The steps where someone intervenes by hand, counted rather than estimated.
And who the one person is who knows how to handle them.
Most steps. If a rule and an API call solve it, a model is a liability.
Where the objective is clear but the path varies - classification, extraction, drafting, triage under ambiguity.
Anything carrying material ambiguity, accountability or irreversible consequences. The default is human.
One named system, scoped and priced, with its expected value split into revenue, cost and risk.
Your CRM shows what breaks. It does not show the judgment that lives in one person's head, so we interview whoever handles the odd cases. The map needs both, and we say so rather than pretending the data is the whole picture.
How the work runs
What we build
The audit tells you which one comes first. Each is quoted from what it is worth, not from hours.
GTM Operations
Inbound that already converts is touched hours after it arrives.
Intake, deduplication, enrichment, fit scoring, routing by territory and capacity, and a first touch drafted on the enrichment signals.
Sales Operations
Forecast variance you cannot explain, and stale deals nobody triages until quarter end.
Continuous stage and field scanning, stale-deal detection, anomaly classification, forecast-input validation, and a rep nudge that names the specific gap.
Sales to CS
Revenue leaks at the handoff, not inside either department. What was promised in the deal does not reach the CSM.
Account context assembled at closed-won, completeness checked against what CS actually needs, gaps classified, CSM routed, and the internal brief drafted.
CS Operations
Churn risk surfaces twelve days before the renewal instead of sixty.
Signal aggregation across product, support, CRM and billing, risk scoring with the reason attached, and an intervention drafted with the evidence.
Revenue Intelligence
Leadership steers on numbers that are two weeks old and disagree between systems.
Multi-source extraction, metric computation against agreed definitions, cross-source reconciliation, and a written narrative of what changed and why.
How we keep this safe
Bringing an outside firm near the revenue engine is the risky move, and the person who signs for it carries that risk personally. So the work is built to be inspected.
You keep the eval report. It is the document you show when someone asks whether this can be trusted with revenue.
This is not zero risk. It is risk you can see, bound and reverse.
Who runs this
The people who diagnose your revenue engine are the ones who build and run it - a GTM engineer and a RevOps lead at the core, with vetted specialists activated per domain. An AI-native model that delivers what legacy agencies need six-plus people to match. Not a cost play - a capability play.
If the data does not support a recommendation, we do not make it. If a tool will not move a metric, we do not sell it. If we cannot evaluate a system against your own history, we tell you it is not ready to build yet.
What it costs
Build and Run are quoted from what the audit finds, and neither is sold before it. If the audit says a system is not worth building yet, that is the answer you get.
Prices in USD.
Two to three weeks. $5,000 fixed. Read-only access, and nothing in your CRM changes.
