The end of the bow tieWhy B2B GTM has to be rebuilt for the AI era→Two Years to Find Out.The only thing that matters is getting to product-market fit→100+ Scaleups: 15 GTM Lessons LearnedThe GTM challenges that repeat across a hundred scale-ups→Do you need to hire a Chief Revenue Officer?The default fix for GTM, and why it so often fails→The end of the bow tieWhy B2B GTM has to be rebuilt for the AI era→Two Years to Find Out.The only thing that matters is getting to product-market fit→100+ Scaleups: 15 GTM Lessons LearnedThe GTM challenges that repeat across a hundred scale-ups→Do you need to hire a Chief Revenue Officer?The default fix for GTM, and why it so often fails→Win the next decade.
AI rewrote the rules of go-to-market. We find your exposure, diagnose the growth blockers, and coach your leaders on the new rules.
The next decade gets decided by whether your GTM survives this transition. Most boards find out too late. You get to find out now, with fast, board-ready diagnostics, then the advisory to rebuild.
Prepared for the board of Portco Ltd · Series B · $12m ARR
The report your next board meeting is missing.
See the diagnosticsRunning GTM diligence for investor-backed B2B SaaS since 2021
Multiple exits between the founders · 100+ recommendations on LinkedIn
We operate across the critical GTM failure points.
Before the deal, after the close, when growth stalls, and when leadership needs to level up.
For investors
GTM due diligence before or after a deal closes. Protect capital, validate the team, know what you're buying.
For pre-AI portfolio companies
Audit AI GTM Risk Exposure. Clarity on the reality, the gaps, and the priority actions.
For stalling portfolio companies
Diagnose why growth stopped before more money goes in. Cut what isn't working. Rebuild for how buyers buy now.
For boards and chairs
Operator-grade assurance on GTM strategy, leadership and exit readiness. Catch issues before the number misses.
For CEOs
You have a GTM problem and need to know why. You want someone who has seen it before and knows exactly what to do.
For GTM leaders
A clear picture of performance and potential. Uplevel the high-potentials, address the capability gaps.
Three reasons to audit. One for every seat at the table.
Structured GTM diagnostics that align investors, CEOs and GTM leadership around the facts. Everyone sees the same issues, the same constraints, and the same priorities.
AI GTM Risk Exposure
One job: tell investors whether a GTM is at risk from AI. Certain things have to exist before anyone can judge that, so we go and see that they do, and that the team is asking the right questions. The verdict: not at risk, at risk, or the information to know is missing. Days, not months.
GTM Due Diligence
An in-depth AI era GTM review using our operator's checklist, at two depths: a tailored Red Flags Audit of the areas you choose, or the Full GTM Due Diligence covering every function and every pound of spend, within four weeks. If we can't find at least 10% of GTM spend to reallocate, the diligence is free.
GTM Leader Assessment
A 360 on the leaders who carry the number, CxO down to Head of. Is the CMO any good? Which high-potentials are worth developing, and in what? Answered with evidence, not instinct.
The first frontier of capital destruction is marketing.
AI changed how buyers buy, and it hit demand creation first. Buyers start with a model, not your website. The gated-content playbook stopped paying. The budget behind it didn't stop being spent.
It starts in marketing. It doesn't stay there. Sales motions built for a self-educating buyer, RevOps that can't attribute anything, customer success measured on activity instead of retention. The decay travels the whole engine, and the dashboards report it last.
We stay in our lane. This is GTM risk, not technical due diligence, and we'll tell you when to bring in the product people. But on the GTM side? We'll show you exactly where the value is leaking. And what to fix first.
Here's our angle.
AI didn't make GTM cheaper. It made bad GTM cheaper to scale.
The risk isn't the robots. It's budgets still funding a buyer who left.
Bolting AI onto the old engine doesn't modernise it. It automates the decay.
Not just SaaS. Not just sales.
Most GTM advisors are sales specialists running SaaS-era playbooks. They tune pipeline stages and rep productivity, and stop where the sales motion stops. This disruption lands earlier, in how demand gets created, and it runs wider, through marketing, RevOps and customer success.
We've operated the whole engine, and we know marketing better than anyone advising boards today. We've run AI-native GTM in live companies through this disruption, not read about it. We know what stopped working, what works now, and what a successful GTM leader has to be in this era.
One of us works from Silicon Valley, where the shift runs 18 to 24 months ahead of the UK. The other is in London, where your portfolio is. We import the gap.
Meet the founders
One engine. We audit all of it.
The disruption enters through marketing and exits through your retention number. Auditing one station and calling it a GTM review is how risk stays unpriced.
Demand creation moved inside the model. Buyers meet you through what an LLM can retrieve: your point of view, the problems you own, the proof you've published. Gated PDFs and MQL waterfalls aren't on that list.
The agentic buyer arrives mid-cycle, pre-educated and comparison-armed. Discovery scripts written for 2019 get eaten alive. Sales' new job is the judgement calls a model can't make, and closed-lost data that actually gets read.
RevOps graduates from dashboard janitor to GTM engineering: the agentic workflows, the data plumbing, the decision loops the new engine runs on. If nobody owns this seat, nobody owns growth.
When switching takes a week, retention is the moat and CS stops being a support function. Aligning the whole engine around the customer is the point, and churn is what prices your exit.
Holding all four together around the customer is the job of the AI-era GTM leader. That's what the Demand Karma Method develops.
Things we've actually found.
£700k of annual GTM spend. Roughly £200k of it wasn't connected to the sales motion at all. Same value, materially less burn.
We asked for the closed-lost analysis and got a shrug. Nobody had read why deals actually died in over a year. AI was eating their lunch and the CRM couldn't say so.
A renewals book carrying most of next year's plan, run reactively by the most junior person in the company. Nobody could name the top ten accounts' health.
Anonymised, obviously. Ask for references on the call and we'll connect you directly.
The questions keeping boards awake.
- Do we have the right GTM operating model?
- Are we positioned in the market to win?
- Do we have the right people in leadership roles to deliver?
- Will this company be viable in three to five years?
- Is capital allocated in the right places?
- Is the CMO or CRO actually any good?
- Is my marketing working? And if not, why?
- How do I lead GTM now AI has removed the execution constraint?
- Are we set up to leverage AI, or just picking up use cases ad hoc?
If these are your questions, the diagnostics answer them. And if you're the CEO reading this: better to commission the mirror than have it commissioned about you.
Fit matters more than the fee.
Half of a good diagnostic is knowing when to run one. Here's who we're built for and why, and who should save their money.
- →Investor-backed B2B SaaS and AI portcos, $5m to $25m. Big enough that the engine matters, young enough that it can still be rebuilt
- →Chairmen, investors and CEOs who own the number. The diagnostics are written for the people accountable for the outcome, not the department
- →The twelve-months-after-the-cheque moment. New targets, new scrutiny, old engine: exactly when the risk is largest and still fixable
- →Pre product-market fit. The engine you'd audit is about to be redesigned anyway. Fix the product story first
- →Under about $5m ARR. You need founder-led selling and one very good marketer, not a diligence. Come back after the next raise
- →Shopping for an agency. We tell you what to fix and who should do it. We don't run campaigns or CRMs
- →Looking for validation. If the decision is made and you want a report that agrees, cheaper options exist. We report what we find
Unsure which side you're on? That's what the first call is for.
Real words, real cheques…
Know your exposure. Then win the decade.
Start with the exposure read. The next board meeting is a good deadline.
Book a call