The 10-Day GTM Sprint
Built for scale-ups. You have product-market fit and a real order book — but growth has stalled and nobody can say exactly why. We start Monday and you see the first output by Friday.
B2B technology and SaaS scale-ups with proven product-market fit, typically between £2m and £30m revenue and growing. Not a startup service — you need customers, revenue and a sales motion already in place.
Senior GTM operators who have run go-to-market for scale-ups at your stage.
The problem this solves
Most stalled growth in a B2B scale-up is not a product problem or an effort problem. It is that the go-to-market motion was built for an earlier, smaller version of the business and nobody has redesigned it since. What got a scale-up to its first few million in revenue is rarely what takes it to the next stage. The message that won your first thirty customers does not land on an enterprise buyer. The target list is whoever answered the phone. The deck has been edited by six people and now says nothing. The sales team is working hard against material that does not help them.
The usual options are both poor. A permanent CMO takes three to four months to hire and another three to have an opinion worth acting on. An agency takes a retainer and produces activity. Neither gives you a working motion this quarter.
A sprint is deliberately the opposite shape: fixed scope, fixed duration, senior people only, and the output is material your team uses rather than recommendations for someone else to implement.
Where it sits
The sprint fills the gap between diagnosis and long-term leadership. You can enter at any point.
Growth & Revenue Audit
Two to three weeks, £4,500. Tells you where the commercial problem is and what it is costing you. Ends in a report and a recommendation.
About the auditThe 10-Day GTM Sprint
Ten working days. Builds the motion: ranked accounts, positioning, narrative, deck, playbooks and tooling. Ends in assets your team uses.
You are hereFractional CMO or Commercial Director
Six to twelve months, one to four days a month. Holds the motion, builds the team, and owns the number alongside you as the scale-up grows.
About fractional CMOsWhat you get
Named deliverables, handed over and owned by you. Not strategy theatre.
Market data set and ICP tiering
A built market data set, then segmentation and ideal customer profile tiering down to named account level. Not a persona document — a ranked list your sales team can work through on Monday.
Persona mapping and messaging
Who you are selling to, what they care about, and the language that lands. Mapped per persona and per tier, so the message changes appropriately between a technical buyer and a finance signatory.
Pitch deck and sales narrative
A standard pitch deck built on the agreed narrative, ready for the team to use rather than a template to finish off.
GTM playbook and partner playbook
How the motion runs, written down: who does what, in what order, with what assets. Plus a separate partner playbook where channel or reseller leverage is part of the route to market.
Competitive intelligence agent
An interactive competitive intel tool, not a static battle card PDF that is out of date within a quarter. Your team queries it as deals come up.
Interactive sales tools
Working tools for the sales team, with full technical documentation handed over so you own and can extend them after the sprint ends.
Case studies and enablement
Written case studies and the enablement material to use them, including compliance messaging where you sell into a regulated buyer.
Scope is agreed before the sprint starts. A sprint tackles one problem properly rather than all of them partially.
How the ten days run
Immersion and market build. The team goes deep on your product, current pipeline, win and loss patterns, and existing material. The market data set is built in parallel. By the end of day two the working hypothesis on where growth is actually blocked is agreed with you — not presented to you in week six.
Segmentation, ICP tiering and messaging. Accounts are ranked into tiers, personas mapped, and the core narrative written and tested against your own sales conversations. First visible output lands with you by Friday of week one.
Asset build. Pitch deck, playbooks, competitive intelligence tooling and enablement material are produced against the agreed narrative. You review in progress rather than at the end, so nothing is a surprise.
Handover and enablement. The team is trained on the material, the tooling is documented, and you leave with a working motion and a named owner for each asset. Where a second sprint is warranted, the scope for it is agreed here rather than assumed.
When businesses call us
A sprint is usually triggered by something specific rather than a planning cycle.
- Your CMO or commercial lead has just left and the pipeline is exposed.
- You have product-market fit but scale-up growth has flattened and nobody can say precisely why.
- The board or your investors are pushing for enterprise traction on a timeline that a permanent hire cannot meet.
- You are entering a new market or geography and the existing message does not translate.
- A funding round or sale process is coming and the commercial story needs to hold up to diligence.
- Sales and marketing are each working hard and blaming each other.
Who delivers it
Sprints are run by senior commercial operators from the Leadership Services network — people who have held CMO and commercial director roles in B2B technology businesses, including a FTSE 100 software company and private-equity-backed SaaS, and who have run go-to-market for scale-ups at the stage you are at now. Between them they have taken products into the UK, US and European markets and built the enablement that made those launches work.
There is no junior delivery layer. The people who scope your sprint are the people who do the work, which is the only way ten days is realistic.
Investment
Price on application
A sprint is a fixed-scope engagement staffed by senior operators for ten full working days, so it sits above the £4,500 Growth & Revenue Audit. We price each sprint against the problem you need solved — tell us the situation and we will give you a firm figure, not a range.
Frequently asked questions
Is ten days really enough to change anything?
Ten days is enough to produce the assets and the decisions — the ranked target list, the narrative, the deck, the playbooks and the tooling. It is not enough to deliver a quarter of pipeline. The sprint gets you a working motion and a trained team; the results follow from running it. Where a business needs more, we scope a second sprint rather than stretching the first.
Is this suitable for a startup?
Usually not. A sprint rebuilds a go-to-market motion that already exists — it assumes you have paying customers, a sales process and enough market feedback to work from. Pre-revenue startups still searching for product-market fit need discovery and experimentation, which is a different job. Scale-ups past that point are exactly who this is for.
How is this different from a Growth & Revenue Audit?
The audit diagnoses. It tells you where the commercial problem sits and what it is costing you, and it ends in a report and a recommendation. The sprint builds. It ends in assets your team uses. Most businesses are better off doing the audit first if they are not sure what is wrong, and going straight to a sprint if they already know.
What happens when the ten days are up?
You own everything produced, including the documentation for any tooling. Some clients run it themselves from there. Others move onto a fractional CMO or Commercial Director to hold the motion for the next six to twelve months. A few book a second sprint for a different problem. None of those is assumed in the price.
Who actually does the work?
Senior operators only — people who have held CMO and commercial director roles in B2B technology businesses, including FTSE 100 and private-equity-backed SaaS. There is no delivery layer of junior staff behind them. That is why the engagement is ten days rather than ten weeks.
What do you need from us?
Access and decisions. Roughly two to three hours of founder or commercial lead time across the ten days, access to your CRM and existing material, and someone empowered to make a call when a choice needs making. Sprints slow down when decisions have to wait for a monthly meeting.
Is this only for technology scale-ups?
It is built for B2B technology and SaaS scale-ups that already have product-market fit. The method travels to other B2B scale-ups with a considered sales motion, and we have run it in industrial and professional services settings. We will say so if we think your situation is a poor fit rather than take the work.
Tell us where growth is stuck
A twenty-minute conversation is enough for us to say whether a sprint is the right shape for your scale-up — or whether an audit or a fractional director would serve you better. We will tell you if it is not a fit.