Operators. Not consultants.
Two founders, multiple exits, and one strongly held view: the people advising boards on go-to-market should have actually run one. All of one. Including marketing.
We built the category. Then AI moved it.
In 2021 we started running GTM Due Diligence for European VCs, back when nobody was calling it that. Investors got a straight read on the revenue engine before they wired the money. It worked. It still works.
Then buyers changed. They start with a model now, not a website. They judge outcomes, not features. And when a better fit appears, they switch in a week. The disruption lands first in demand creation, marketing's ground, and travels the whole engine from there.
We've operated through it in live companies. We know what stopped working, what works now, and what a GTM leader has to be in this era. That's not a claim most advisors can make, which is rather the point of this page.
Most GTM advice has a blind spot. Two, actually.
Most advisors come up through sales, so they see GTM as pipeline. And most learned the job in the SaaS era, so their playbook predates the disruption. Here's the honest comparison.
Two seats, one engine.
Edwin Abl
Co-founder · Silicon ValleyThe UK's leading GTM Operating Partner, now embedded in Valley AI-native go-to-market. Edwin is the one investors call when the question is "is this GTM fundable?" He's spent years inside VC portfolios, and he'll tell you what the deck won't.
Marketing-native, which matters more than it ever has: this disruption starts in demand creation, and Edwin has run it at operator level through the whole shift.
The record- Operating Partner at Mercia Ventures. 100+ scale-ups across Europe, the US and Australia
- CMO at Modulr, the UK's second fastest-growing tech company in 2020
- Ran marketing, alliances and GTM for Appirio in Europe: pipeline from $30k to $133m, then a $500m exit to Wipro
Josh Morse
Co-founder · LondonEx-investor-backed CRO and CMO across the full revenue engine: marketing, sales, RevOps and customer success. He has sat in the seats we now assess, and carried the numbers we now audit.
Josh traces the pound from budget line to pipeline and asks why it didn't arrive. Structure, cadence, capital allocation. The unglamorous stuff that decides exits.
The record- Chief Revenue Officer and Chief Marketing Officer of VC portfolio companies
- Scaled GTM from $3m to $50m+ across Sales, Marketing, Sales Development, Partnerships and RevOps
- Builds durable GTM execution: functions aligned with each other, and with the business, at every stage
- Multiple successful exits
Things we'll say in the room.
Better clear than clever.
If a prospect has to decode your message, you've already lost them. Same goes for audit findings. We write ours so a chairman can act on them before lunch.
The trouble starts twelve months after the cheque.
New targets, new scrutiny, old engine. That's when the weaknesses surface. It's also the single best moment to audit, while there's still time to act on what you find.
Own the problem, own the solution.
Buyers don't respond to superlatives, they respond to a solved problem. Everyone claims better support and faster growth. We'd rather name your specific pain and prove we understand it.
Stay in your lane. Loudly.
We don't do technical due diligence, product roadmaps or fundraising decks, and we'll tell you exactly who should. Advisors who claim everything deliver nothing.
It's the two of us.
Every engagement is delivered by the founders. No leverage model, no juniors learning on your fees, nobody "from our team". The people you meet on the first call are the people in the data room.
Kick our tyres. We'd do the same.
Thirty minutes, no deck, straight answers. If we're not the right fit, we'll say who is.
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