Go-To-Market · Enterprise Talent Tech · Established company, new product line
Enterprise GTM Launch
Architected the go-to-market strategy for a new enterprise platform launch: from positioning and ICP through to pipeline. Generated $13M+ in influenced revenue across APAC and US.
$13M+ in revenue influenced across APAC and US markets
Launched on time with a repeatable sales narrative across 3 regions
Sales cycle reduced by 22% due to sharper ICP qualification
Platform achieved 40% of year-one pipeline target within Q1
The problem
A product team had built a new enterprise platform with no agreed-upon ICP, no sales narrative, and a 90-day launch deadline. The existing marketing playbook was built for a different product category with different buyers.
The diagnosis
The positioning was inside-out (built around features, not buyer outcomes). Sales had no consistent story. The target segment was too broad, 'enterprise companies with learning needs' is not an ICP.
System installed
- 01
Ran a 3-week positioning sprint: customer interviews, competitive mapping, and messaging architecture
- 02
Narrowed ICP to 3 segments with distinct pain profiles and deal economics
- 03
Built the full launch stack: website copy, sales deck, one-pager, email sequences, SDR scripts
- 04
Designed a launch sequence: analyst briefings → partner announcements → direct outbound → event activation
- 05
Installed measurement from day one: attribution tracking, pipeline milestones, weekly cadence with sales
Results
- ▸
$13M+ in revenue influenced across APAC and US markets
- ▸
Launched on time with a repeatable sales narrative across 3 regions
- ▸
Sales cycle reduced by 22% due to sharper ICP qualification
- ▸
Platform achieved 40% of year-one pipeline target within Q1