Sample deliverable

GTM Diagnostic: “Company A” US entry

What a finished diagnostic looks like: the reasoning, choices and operating plan a leadership team would receive at the end of 7–10 working days.

Illustrative example — fictional company, not a client case study.

(j) One-page executive summary

Fictional · for illustration

Situation

India-built B2B SaaS, ~$5M ARR, ~$30K ACV, entering the US. Four-person marketing team, founder-led sales, HubSpot in place. Product is credible and some inbound arrives; US traction is inconsistent.

Binding constraint

No defined US ICP. Positioning, outbound and channel spend are all downstream of that gap, so each is being optimized against a moving target.

Decisions for the next 90 days

Commit to one primary US segment and one secondary test segment; stop broad US targeting.
Rebuild positioning for that segment around a specific reason to change, with proof a US buyer will credit.
Replace scattered outbound with one sequenced, segment-specific motion and a single weekly GTM review.

Explicitly not now

US sales hire, new MarTech tools, paid-channel scale-up, a second US segment at full effort.

Evidence strength: Moderate — leadership interviews and CRM snapshot agree on the symptoms; win/loss data by segment is thin and is the first evidence gap to close.

Facts supplied

As provided by leadership, not verified

~$5M ARR; ~$30K average contract value
Entering the US; existing customer base mostly outside the US
Marketing team of four; sales is founder-led
HubSpot is the CRM and marketing platform
Some inbound demand already arrives from the US
Outbound runs, but across several segments and messages
No single weekly or monthly GTM operating review

Inferences to test

Reasoned from the facts; each needs evidence

US inbound likely clusters in two or three industries or company sizes that nobody has isolated yet.
Home-market positioning (breadth, value for money) may read as ‘cheaper alternative’ to US buyers.
The founder’s calendar, not lead volume, is probably capping US pipeline conversion.
Channel costs are unclear because HubSpot source and segment fields are inconsistently set.

Working hypotheses

Hypothesis	Test	Evidence that disproves it
H1 · A narrow US segment already converts better	Segment the last 12 months of US opportunities in HubSpot by industry, size and buyer role	No segment shows a clearly better win rate or cycle
H2 · Positioning, not product, stalls US deals	Ten structured calls with lost and won US prospects	Losses cite product gaps or price, not relevance
H3 · Outbound fails from dispersion, not channel	Run one segment-specific sequence for six weeks	Focused sequence performs no better than current mix

Binding constraint

Undefined US ICP.

Generic positioning, scattered outbound and unclear channel economics are symptoms. Fixing any of them first would optimize against the wrong audience. The operating-cadence gap is real but secondary: it lets the ICP gap persist unnoticed.

This becomes wrong if the segment analysis (H1) shows no differentiated segment, which would point to a product-fit question instead.

90-day priorities

Window	Priority	Done means
Days 1–30	Choose the primary and test US segments; fix HubSpot segment and source fields	Segment decision signed off; clean data from this point forward
Days 31–60	Rebuild positioning, proof pack and one outbound sequence for the primary segment	Messaging tested in live calls; sequence running
Days 61–90	Install a weekly GTM review; decide scale, adjust or stop against thresholds	Three consecutive reviews held; go/adjust/stop decision recorded

Owner and resource model

Workstream	Owner	Capacity
Segment decision and positioning	CEO / founder, with Tilak	~4 founder hours per week
Content and proof assets	Marketing lead + one marketer	Existing team, reprioritized
Outbound sequence execution	One marketer (SDR-style role)	~60% of one person
HubSpot fields and reporting	Marketing ops owner	Short, one-off clean-up
Weekly GTM review	CEO chairs; Tilak facilitates	45 minutes weekly

No new hires in the 90 days. The US seller decision is deferred until the thresholds below are met.

Measurement / KPI tree

US net-new ARR (lagging)
├── Qualified US pipeline in primary segment
│   ├── Meetings from outbound sequence
│   │   └── Reply rate by message variant
│   └── Inbound demos from primary segment
│       └── Share of US inbound in primary segment
├── Win rate on primary-segment opportunities
│   └── Loss reasons (tagged in HubSpot)
└── Sales cycle length (primary segment)
    └── Founder hours per opportunity

Baselines are set in the first 30 days from the company’s own data. No external benchmarks are assumed.

Stop / continue thresholds

Signal at day 90	Continue / scale	Adjust	Stop
Primary-segment pipeline vs. own baseline	Clearly above baseline	Flat	Below baseline
Win rate vs. rest of US	Higher	Similar	Lower
Outbound reply quality	Replies cite the specific problem	Generic interest	Negligible

Exact threshold values are agreed with leadership once baselines exist. Continue on two of three signals triggers the US seller hiring decision.

What Tilak owns vs what the team executes

Tilak owns

Diagnosis and segment recommendation
Positioning and narrative architecture
Outbound strategy and sequence design
KPI tree and review design
Facilitating the weekly review; go/adjust/stop recommendation

Client / junior team executes

Writing and producing assets from the approved narrative
Running the sequence day to day
HubSpot field clean-up and reporting
Booking and running sales calls (founder)
Final decisions (CEO)

Illustrative example — fictional company, not a client case study. Figures describe the fictional scenario only and are not results.

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