Six months of QBRs, discovery meetings, GTM enablement demo, all tied to 4 contracts in the past week, in preparation for the New York fiscal year starting on April 1st.
And value creation is approached in different manners, depending on the members sitting on calls. VPs of marketing or sales, CROs, PE partners, board members, CFOs, investment bankers all chasing different metrics and different budget buckets to dip into.
Most of the GTM enablement mapping and revenue lifecycle strategy development is now tied to a version of “financial engineering”, splitting initiatives as individual items under separate P&Ls, rolling up to the core FP&A metrics.
If the marketing budget runs out and can’t get attribution in place, sales can chip in for Salesforce workflows and finance can vote for Tableau or Looker dashboards, with executives signing off on text notifications or Slack pings with weekly data drips, automated, synced on demand on mobile.
What we found out is a bell curve in delivering results for similar orgs. SaaS tools and baseline automations can deliver 50% of the work for $15K – $30K a year, but really leaving a lot to be desired, and standardizing a model that all competitors apply, nullifying all gains. Meanwhile, the next lever to unlock $3M to $10M in gross profit costs $200K to $500K, about 10x the “cheap and easy” advertised solution.
Working against budget caps of $80K – $100K on marketing spend or tooling while “engineering” a mix that fills in fractional headcount with licenses and tokens, with MSP bundled in, is the unlock that gets the job done through bypassing the default financial constraints.
More on the value creation principles in the newsletter below.
Growth Shuttle InsiderGrowth Shuttle Insider
Value Creation Plans Should Not Be Wishlists
Mario Peshev
