Global go-to-market strategy and operating model

A multinational B2B business needed to reset enterprise GTM following years of inorganic growth. Coverage was inconsistent across regions, segmentation lacked discipline, the operating model was federated by accident rather than design, and the data architecture beneath the commercial engine had visibility gaps that made forecast and planning untrustworthy.

What was done

· Ran a structured organisational capability assessment across the commercial organisation. The forerunner of the COMPOSE Sales Model Diagnostic™.

· Designed the enterprise GTM strategy and the operating model that supported it. Segmentation, coverage, account tiering, rhythm of business.

· Architected the data and reporting backbone for executive visibility and forecast discipline.

· Led the cross-functional alignment between sales, marketing, product, and finance behind a single plan.

· Mobilised the change across regions, respecting local market nuance while holding a consistent global standard.

Outcome

Revenue scope of £800 million to £1.2 billion across post-merger commercial integration. Material improvement in coverage quality, segmentation discipline, forecast accuracy, and pipeline coverage. Operating model and rhythm of business embedded across all three regions.