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The piece

The queen. Moves in every direction.

The move

Set the plan before the first message goes out.

The outcome

A go-to-market plan your own team can execute.
01 / ChapterThe case

Most sales strategies are tested at full price.

New hires, new territories, new offerings: learned the slow way, one quarter at a time.

The expensive experiments happen before anyone calls them experiments. A territory opened on instinct. A vertical launched with the wrong offer. A sales team hired to a model that was never written down.

Our advisory work exists so you don't have to run them. The people doing it have led triple-digit-million-dollar IT portfolios, opened new verticals for marquee brands and delivered profitable growth across segments and geographies. They work directly with CEOs, chief sales officers and senior sales leaders to set the strategy, size the opportunity and sequence the moves.

The outcome is a plan with owners, milestones and numbers attached, and most of the first-year risk taken out before the first dollar is spent.

02 / ChapterHow it works

Five pieces of work, in sequence.

01 · Assess

Market assessment

Where you win today, where the demand is, and which segments are worth the cost of pursuing. Built from your data and ours, not a generic report.

Weeks 1–3 · interviews + pipeline analysis

03 / ChapterWhat lands on your desk

Written down, with owners.

Opportunity map

Sized segments, the ideal customer profile and the accounts that fit it, ranked. The document everything else points back to.

Week 3

Go-to-market plan

Positioning, channels, territories, targets and the order of moves, with the reasoning for each decision recorded.

Week 6

Sales model blueprint

Roles, coverage, process stages, qualification criteria and the metrics that tell you it is working.

Week 8

Launch playbook

For each new market or vertical: partners, pricing, hiring plan, first-ninety-day outreach calendar.

Week 10

Decision log

Every recommendation, the alternatives considered and why we chose what we chose. Useful a year later, when someone asks.

Throughout
We have been there and done that. The advice comes from people who carried the number.
Icebreakurz leadership
04 / ChapterHow it runs

Ten weeks, four phases.

An illustrative shape. Every engagement is scoped to the question you bring.

I.

Weeks 1–2

Opening

Discovery: leadership interviews, pipeline and win-loss data, current plan, market context.

II.

Weeks 3–5

Development

Analysis: segments sized, ICP drafted, sales model reviewed against the evidence.

III.

Weeks 6–8

Middlegame

The plan: positioning, channels, territories, model blueprint, trade-offs argued and agreed.

IV.

Weeks 9–10

Endgame

Handover: launch playbook, decision log, and the first ninety days of execution scheduled.

Weekly

A working session with your sales leadership. Decisions are made in the room, not in a deck sent afterwards.

Fortnightly

Steering review with the executive sponsor: progress, open questions, what changed.

Always

The decision log is live. Anyone on your side can read where we are and why.

05 / ChapterStandards

What we hold ourselves to.

Operators, not analystsThe people advising you have carried enterprise quotas and run sales organisations. Their names are on the plan.
Every recommendation comes with its trade-offIf a move costs you something, we say what. No plan is presented as free.
Written, so it survives the meetingPlans and decisions are documents your team can act on without us in the room.
No dependency by designYou can execute the plan with your own team. If you want ours, that is a separate decision.
We say when something won't workIncluding when the honest answer is that the market you want is not the market to open first.
Access between sessionsDuring and after the engagement, questions do not wait for the next scheduled session.
06 / ChapterQuestions

Before you move.

Who does the advisory work?

Senior members of our leadership team, each with a long operating career in enterprise IT services or product sales. You work with the people whose names are on the plan, not a team that appears after the sale.

How long does an engagement take?

A focused strategy engagement usually runs six to ten weeks. Ongoing advisory, such as quarterly pipeline reviews, is scoped separately and can run as long as it is useful.

Do you also execute the plan?

Yes, if you want us to. Research, data, lead generation, feet on the ground and events can all run against the strategy we set with you. Many clients run it with their own team and keep us for the quarterly review.

What do you need from us to start?

Access to your sales leadership, your current pipeline, your last two years of results and whatever plan exists today. The first session is a working session, not a presentation.

1701 / ChapterInsights

From the practice.

All insights
Playbook6 min read

What a qualified meeting actually means

Most pipeline programmes promise qualified meetings and never define the word. Here is the four-part test we work to, what it rules out, and why it has to be agreed before the first message goes out.

Read the piece
Playbook7 min read

The first ninety days in a new market

A new country, a new vertical or a new line of business: the opening quarter follows the same pattern. What to decide, what to build, when to start the conversations and when to judge them.

Read the piece
Field notes7 min read

Selling IT services when the buyer has already decided

Enterprise IT services buyers arrive at the first call with a shortlist, a budget and an opinion. Field notes on what still moves them, and what no longer does.

Read the piece

Your move.

Tell us the market you want opened and what is in the way. A senior member of the team will come back to you with a point of view on the first three moves.

Schedule a meeting +1 (415) 800 2109

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Plays well with

♝ Bishop

Research Services

The homework behind every plan: markets, accounts and the people who sign.
♞ Knight

Lead Generation

Turn the plan into conversations, on every channel, with qualified buyers.