Know the risk. Develop the leaders. Validate the investment.

If the question is how mature your AI GTM really is, and what to do first, start with the AI GTM Acceleration Plan. If the question is whether your leaders are equipped for the transition, that's the Leadership Kickstart. If you're about to deploy capital, follow on, or you're twelve months post-investment and the numbers have gone quiet, that's due diligence: Red Flag depth on the areas in doubt, Premium for the complete picture. Most conversations start with the Acceleration Plan and go from there.

The two founders. No leverage model, no analysts learning on your fees, nobody "from our team". The people on the sales call are the people in the data room. Consultancies can't say that, which is why they don't.

Every full diligence traces GTM spend line by line against the sales motion it's supposed to feed. We routinely find money connected to nothing: the £50k a year on SEO nobody can trace to pipeline, the events budget on autopilot. Typically 10 to 30% of spend should be somewhere else. To be precise: this is about identified reallocation of your existing budget, not a pipeline forecast. Realising it is a management job. We'll tell you exactly where.

We answer the GTM half of it: whether demand creation, conversion and retention survive the shift in buyer behaviour, and whether the team and spend are set up for it. We also identify whether your GTM is asking the right questions of prospects and customers, then capturing those signals and informing the business. The risk of AI disruption shows up in conversations before it shows up in your financials. The other half is product and technology, and we don't pretend to cover it. Half a question answered honestly beats all of it answered badly.

Commercial DD tells you about the market: size, growth, customer references. It rarely tells you whether the revenue engine itself works, and almost never whether it works for how buyers buy now. Operating partners are excellent and stretched across a portfolio, and few are marketing-native, which is where this disruption lands first. We are two operators who have run the whole engine, doing one thing, GTM, in weeks not months, with findings written to be acted on rather than filed.

Yes, and we'd rather you did. Ask on the call and we'll connect you directly with investors and CEOs we've worked with. There are also 100+ recommendations between us on LinkedIn if you want the unchaperoned version.

Commission it with the CEO in the loop, which is how we prefer to work. We audit the engine, not the person. Findings are previewed with whoever commissioned the work, distribution is agreed in the SoW before we start, and we report what we find even when it's awkward for the person who hired us. Everyone knows the rules on day one, which is precisely why it doesn't feel like an ambush.

Sometimes a board sends us. More often the CEO brings us in first, and that's the stronger position: if the engine has problems, they exist whether or not anyone writes them down, and it's better to be the one holding the report. You see the findings before the board does. Nothing goes upstairs that you haven't read.

A structured document request up front, then a handful of interviews. Figure a few hours per exec across the whole engagement, not weeks. The heavy lifting is ours. And if half the requested documents don't exist, that's not a delay, it's a finding.

Engagement-level confidentiality, always. Nothing crosses between clients, funds or portfolio companies. If a prospective engagement conflicts with existing work, we say so before signing, not after. Fund-side NDAs are fine by us.

We audit, we advise boards, we coach leaders. And through GTM Assurance we stay in the room: working alongside the CEO and the GTM leaders as they deliver the agreed plan, and giving the board independent confidence that the change is holding. We don't become your marketing department, and you should be suspicious of an auditor who wants to. Where the fix needs hands, we'll say what kind, and usually who.

The Acceleration Plan is deliberately lightweight on discovery: a structured checklist and focused conversations with your GTM leaders, fast enough to land before your next board meeting. Premium due diligence runs to around four weeks from the day we receive documents and access, which fits a typical exclusivity period if the data room opens promptly. We don't commit dates before materials arrive, because a deadline built on documents that haven't shown up is a deadline someone else misses on your behalf.

Slides, built for a board audience, plus a live debrief. A scored maturity view across Market, Engine and Organisation, the prioritised roadmap and implementation approach, the capital allocation read, and a clear action list. Not a gap analysis that sits in a drawer.

Fixed fee, quoted per engagement, scoped to the company and the depth you need. We don't publish numbers because no two of these are the same size. Book a call and you'll have a concrete quote within a day.