This is what broken GTM looks like — and it's more common than you'd think.
Most founders come to me with a solution — a tool they want built, an automation they've designed. You can't design the right solution until you've named the problem. Build in the wrong order and you end up with more admin than you started with.
Vendors will sell you a platform. What they're really selling is a bundle of features dressed up as a product. Every tool you add to your stack is a commitment — to data, to process, to maintenance. Most technical debt starts with a tool someone purchased before the problem was understood.
It's a systems design problem. When your tools don't talk to each other, your CRM lies. When your CRM lies, your pipeline is fiction and your forecasts are guesses. Data quality is a consequence of how your systems were built.
The best ops infrastructure is the kind nobody notices. When handoffs are clean, processes are tight, and tools actually save time — your team isn't thinking about ops. They're closing deals.
I help early-stage companies define their GTM strategy and build the systems to support it. The result is a revenue team that spends less time managing ops and more time doing what they were hired to do.
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