GTM Operating Model

When revenue performance deteriorates, the organisational response is remarkably consistent. Pipeline targets are raised. Sales activity is scrutinised. Marketing is asked to deliver more volume. Enablement is tasked with sharpening execution. Pressure is applied at the edges of the system. What is rarely questioned is whether the  revenue model itself  — the way money is monetised, realised, and scaled — is fit for purpose. Yet in many B2B SaaS organisations, the most persis

Strategy answers important questions: who you serve, what you sell, where you compete. But strategy alone does not determine whether revenue is produced consistently, predictably, or profitably. That responsibility falls to the system that sits beneath it. Without architecture, execution relies on individual heroics. Growth depends on effort rather than leverage. When conditions change — as they inevitably do — the system amplifies volatility instead of absorbing it.

As 2025 draws to a close, it is striking how consistently SaaS leaders have rediscovered the same truth: the GTM engine is not a playground for clever tactics, but a system whose performance depends on clarity, discipline, and coherence. In that spirit, the final WBIGTM essay of the year looks back at what 2025 has taught us — not through the lens of novelty, but through the lens of accumulated wisdom.

As a bit of end-of-year fun, Louis put together some Christmas Video Cards that went out on LinkedIn. Here they are in all their splendour! Oh, and apologies for the absolutely hideous Christmas Jumper... Day 1: A TAM That Isn’t Actually TAM Most markets aren’t too small. They’re just misunderstood. If your TAM feels enormous but growth feels hard, the problem probably isn’t demand. It’s clarity. Real scale comes from knowing exactly  who you serve, why they buy, and what cha

Traditional sales processes are mapped around funnel stages. The Bow Tie Model reimagines the funnel by visualising the entire customer lifecycle — not just what happens before a deal is signed, but everything that follows.

GTM Enablement isn’t just about sales - it’s about the entire customer journey, from the first touchpoint to retention and expansion. That means looking at the bigger picture and ensuring that every team involved is aligned and empowered.

#WBIGTM Episode 3: Revenue Growth vs Cost Containment with Louis Fernandes & Simon Daniels This week on the  What's Broken in GTM and How to Fix It  podcast I recap his time at the  CRO Connected Summit in East Sussex, including a nice walk in the countryside not ruined by having to play golf! More seriously,  I found the talk on seller productivity by  Gerry Hill  very valuable and recommend following him for more insight. Moving on to this week’s discussion on revenue growt

In the fast-paced world of B2B SaaS and technology, having a robust go-to-market (GTM) strategy is not just an advantage - it’s a necessity. Without a clear, scalable plan, even the most innovative products can struggle to find their footing.

Unlike some frameworks that only address sales, SPICED was designed to work across the full customer lifecycle — from Sales to Customer Success, from onboarding through to expansion. It blends sales process with qualification logic, without needing a different tool at every turn.

In too many organisations, methodologies become silos. A team might run Challenger training, dabble in SPIN, sprinkle in a bit of MEDDPICC, and declare victory. But without a unified framework to tie it all together, reps fall back on old habits, managers coach inconsistently, and execution becomes patchy.

Starting enablement initiatives in a growing company can feel like trying to assemble IKEA furniture without the manual (or worse, with one in another language). But with a clear plan, you’ll soon have a team that’s driving real business impact.

Launching a new product or service in the B2B SaaS and technology space is no small feat. The market is crowded, competition fierce, and customer expectations high. So, how do we ensure our product doesn’t just launch but thrives? The answer lies in crafting a winning go-to-market (GTM) strategy.

Understanding the differences between TAM and SAM and SOM is crucial for companies to assess their market potential, set realistic expectations with investors, and make properly informed strategic decisions.

Product market fit is not just for Christmas and it doesn't get solved overnight, but companies that invest the time and effort to get it right will experience more sustainable and profitable growth.

SPIN is an acronym for the four types of questions great salespeople use to uncover and develop a customer’s needs.