Go-to-market planning
A real GTM plan defines exactly how you launch a product, position your brand, engage the buying committee, and turn that into revenue. We build the roadmap - target audience, value proposition, pricing model, distribution channels, campaign strategy, and the KPIs to prove it worked - and then we build the digital assets that carry it.
Data silos and no standard taxonomy , reporting never agrees.
→ One data model, standardized taxonomies, unified pipeline reporting.
Attribution you can't defend and a MarTech stack nobody owns.
→ Buyer-journey mapping, CRO plan and a MarTech stack that reports cleanly.
Manual work slows velocity; account intelligence is thin.
→ Enablement assets, automated qualification and account intelligence in-flow.
Ad-hoc P&A analysis and too many competing priorities.
→ Executive dashboards, forecast model and a sequenced set of bets.
Trusted by revenue teams at
Your GTM plan says "we sell to RevOps leaders at $50M ARR SaaS with fragmented tooling." Your homepage says "we help businesses grow." The ICP lives in a slide. The pricing page hasn't changed in three years. Every campaign has to overcome your own digital presence before it can sell anything.
You have an ICP doc, a value prop workshop output, and a pricing spreadsheet. None of it made it into a landing page, a CRM field, a nurture track, or a sales deck. The roadmap was approved. It was never operationalized.
Your implementation partner shipped 14 pages and a new blog template. None of it maps to a segment, a buying stage, a channel model, or a revenue target. You have digital assets. You don't have a go-to-market.
Strategy firm defines the audience. Web agency builds the pages. Demand gen buys the media. Each interprets the roadmap differently. You're the integration layer - and you have a day job.
The six GTM elements, made operational. Flexible by design: start from a blank page, or bring us a roadmap that stalled and we'll ship what's missing.
ICP and buying committee defined by firmographics, tech signals, and trigger events - with disqualification criteria. Written into CRM fields and lead scoring, not a slide deck.
A specific claim about a specific buyer's specific problem, one your competitors can't copy without repositioning. Then carried through the homepage, the service pages, the ads, and the first sales call. Same words everywhere.
Subscription, tiered, usage-based, hybrid, or land-and-expand - chosen against your sales cycle, ACV bands, and gross margin. Packaged, named, and published on a page that closes rather than confuses.
Direct sales, self-service, partner, marketplace, or PLG-assisted. Modelled with your CAC, your close rates, and your payback window - not benchmarks. Sized, budgeted, sequenced.
The actual demand programs, offers, and sales plays that generate pipeline - with the landing pages, forms, and enablement assets built to run them.
CAC, payback, conversion by stage, pipeline coverage, time-to-market. Instrumented in your analytics and CRM so the numbers exist before someone asks for them.
Before positioning, we map how you actually make money. Revenue streams, unit economics, ACV bands, sales cycle length, expansion motion, gross margin by segment. Pulled from your CRM, your finance model, and 3–5 stakeholder interviews across Sales, Marketing, RevOps, and Finance.
The accounts worth pursuing, and the humans inside them who decide. Firmographics, technographic signals, trigger events, and a mapped buying committee - economic buyer, champion, technical evaluator, blocker - with the specific pain points each one is measured on.
Category definition, competitive share of voice, keyword demand landscape, and buyer language audit. We analyse how your market actually searches, what competitors claim and rank for, and where the commercial whitespace is. Then we write the claim you can defend.
Which pricing model fits your motion - subscription, tiered, usage-based, freemium, hybrid - and how the offer is packaged. Then: where buyers actually buy. Direct sales, self-service, partner, marketplace, or hybrid, each modelled with expected CAC, payback, and pipeline contribution using your close rates.
We translate the roadmap into the actual structure of your digital presence. Site information architecture, page hierarchy by segment and buying stage, pricing and packaging page structure, content pillar-cluster map, conversion paths, template system, and UTM/CRM taxonomy.
The roadmap becomes dated, owned, and sequenced. Marketing and sales plays defined. KPIs instrumented: CAC, conversion by stage, pipeline coverage, time-to-market. Then we run phase one alongside your team and hand over a system they can extend.
Six scope areas. Strategy and digital asset architecture, shipped by one team.
The revenue mechanics and category position everything else runs on.
The accounts, humans, and signals that define who you sell to.
How the market actually searches, and where the commercial whitespace is.
The pricing model and channel mix that turn strategy into revenue.
The site and content system that makes the roadmap real while you sleep.
The dated, owned, sequenced plan and the measurement to prove it worked.
Download the 47-point GTM readiness checklist we run against every engagement. Six elements, scored. If you're already at Stage 3, we'll tell you.
One operating document covering all six elements: target audience, value proposition, pricing, distribution, campaign strategy, and KPIs. Dated, owned, sequenced.
Keyword demand landscape, channel mix with CAC and payback math, budget allocation tied to pipeline targets.
Site IA, page hierarchy, pricing page structure, content architecture, conversion paths, and tracking taxonomy, spec'd and ready to build.
CAC, conversion by stage, pipeline coverage, time-to-market, instrumented in your analytics and CRM before launch, not after.
No "recommendations." Everything is spec'd to the point where a developer, a marketer, or a RevOps admin can pick it up and execute it Monday.
[Company] had a GTM roadmap written by a top-tier consultancy and a website that contradicted every line of it. We mapped the revenue mechanics and found 71% of profitable revenue came from a segment the site never mentioned - and a pricing model built for a motion they'd stopped running. We restructured the positioning, repackaged the offer, rebuilt the information architecture around the real ICP, and shipped phase one in 9 weeks.
Growth-stage and mid-enterprise B2B companies, $30M–$500M ARR. SaaS, technology services, professional services, fintech, healthtech, energy/sustainability.
Everyone else gave us a roadmap. DevriX gave us the roadmap and the website, the pricing page, the campaign structure, and the tracking to run it. It was the first time the plan and the product were the same thing.
They'll build you an excellent roadmap. Then they'll leave, and you'll spend two quarters finding vendors to build it - each of whom will reinterpret the ICP, the value prop, and the channel plan. We do both, so nothing is lost in translation. Also: we'll be in your CMS.
Because they're an execution partner, and they're good at it. But they started with "what pages do you need," not "how do you make money." Strategy has to come from someone willing to challenge the pricing model, not just the button colour.
If you have a RevOps lead, a positioning strategist, a pricing analyst, a demand analyst, and a technical marketer with capacity - do it. Most $30–500M ARR teams have two of the five, and all of them are underwater.
Good. Then it's a shorter engagement. We'll pressure-test it against your revenue data and your digital footprint, score it on the six elements, and tell you what's operationalized and what's fiction.
A 45-minute working session. Bring your current plan, your site, and one revenue question you can't answer. We'll tell you which of the six elements is missing.
The questions RevOps, Marketing, and Sales leaders ask us on the first call, answered directly.
A strategic plan that defines how you launch a product or service, position the brand, engage buyers, and generate revenue. In practice that means six things: target audience (ICP and personas), value proposition, pricing strategy, distribution channels, marketing and sales strategy, and the KPIs to measure it. If any one is missing, the plan is a wish.
Strategy answers where we play and how we win. Planning answers what we ship, in what order, at what price, through what channel, and who owns it. Most engagements stop at the first. We do both - then build the assets.
GTM planning selects the pricing model and packaging structure that fits your motion, ACV, and margin. Deep offer segmentation and price optimization is a separate engagement in our GTM pillar.
Both are available. Every engagement produces a spec'd digital asset architecture. Most clients have us build phase one alongside their team, then extend it themselves.
6–10 weeks for the roadmap and architecture. First shipped assets typically land in week 9. Full execution runs 6–12 months depending on scope.
Maybe. The test isn't whether you have an ICP - it's whether Sales, Marketing, and your CRM all agree on it, and whether your website reflects it. In our experience that's true about 20% of the time.
CAC, payback period, conversion rate by funnel stage, pipeline coverage, MQL→SQL acceptance, and time-to-market. Set up in your analytics and CRM before launch, so the numbers exist before someone asks for them.
CRM access (read), analytics, your finance model or revenue breakdown, and 3–5 stakeholder interviews. Without those, the roadmap is a guess.
Then we'll tell you, and that will be the most valuable thing in the deliverable.
