Our Series A was months away. Everyone was pitching a different company.
Product, customer and competitor knowledge sat in a few heads, so every pitch was different and new sales hires were slow to sell. Here's how we built one story the whole company could sell with, and cut new-hire ramp-up by 30%.
We need to show investors repeatable growth. But every team sells the company differently, so no win can be repeated.
The Series A was months away, and the company needed to show it could scale sales. But knowledge about the product, customers and competitors sat with a few people. Every pitch was different, investors met a different company in every meeting, and new sales hires took too long to become productive.
But the pitch was a symptom. Underneath, leadership hadn't agreed which customer the product was built for, or which of its strengths it should lead with. Investors back a clear bet. Without that decision, any new pitch deck would just be one more version of the story.
The question changed from “How do we get investor-ready?” to “Who are we for, and what do we lead with?”
This is where the company could have hired more salespeople or bought more sales training. Without a decision about who it was for, more headcount would only have meant more versions of the story.
Decide first. Write second.
I didn't write a word of messaging until leadership had decided who the company was for. Then I turned that decision into one narrative, organised the customer and competitor insight, and gave new hires practical tools to sell from day one.
Ran a market alignment and ideal customer workshop with leadership to agree the customer and where the product was strongest.
Turned those decisions into one strategic narrative, and the order in which to tell it.
Defined the themes GTM, content and leadership decks all work from, whoever is telling the story.
Delivered a positioning toolkit for the raise and the launches ahead, for founders and Sales alike.
One story. Faster teams.
What changed once everyone sold the same story.
New hires learned one story instead of many.
Leadership aligned on one narrative for investor conversations.
The GTM roadmap was anchored in one agreed, usable story.
More headcount won't fix it.
If your business is growing but new sales hires take too long to become productive, or investors hear a different story from each founder, adding people won't solve it. I help you decide who you're for, then turn customer, product and competitor knowledge into one repeatable way to sell.
Everyone describes the product differently, customers can't explain what it does, and the story keeps changing as you prepare to raise.
Fresh thinking on product marketing, GTM and growth.
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