# GTM Consulting Ops Playbook

Reference playbook for the gtm-consulting-ops skill. Read the relevant section before producing any consulting operations artifact.

## Table of Contents

1. Engagement Models and Pricing
2. Maturity Assessment - Interview Guide and Synthesis
3. Workstream Sequencing Patterns
4. Change Management Deep Dive
5. Consulting Communication Templates
6. Measuring Engagement Impact
7. Common Consulting Failure Modes
8. Skill-to-Workstream Mapping
9. Client Relationship Management
10. Scaling Advisory Practice

---

## 1. Engagement Models and Pricing

### Engagement Type Decision Tree

```
CLIENT SAYS: "We need help but don't know where to start"
  → DIAGNOSTIC engagement (2-4 weeks, fixed fee)

CLIENT SAYS: "We know what's broken and need someone to design the fix"
  → STRATEGIC ADVISORY (3-6 months, monthly retainer)

CLIENT SAYS: "We need help building AND implementing"
  → EMBEDDED ADVISORY (6-12 months, monthly retainer)

CLIENT SAYS: "We need a senior leader but can't hire one yet"
  → FRACTIONAL LEADERSHIP (ongoing, monthly retainer)

CLIENT SAYS: "We just need a one-time deliverable"
  → PROJECT-BASED (fixed scope, fixed fee, fixed timeline)
```

### Pricing Frameworks

**Diagnostic Engagement:**
```
Scope: 2-4 week assessment + prioritized action plan
Pricing: Fixed fee - $10-25K (mid-market SaaS), $25-50K (enterprise)
Deliverables: Maturity assessment, gap analysis, 90-day prioritized roadmap
Time commitment: 15-30 hours total
Why fixed fee: Low risk for client. Clear scope. Easy to say yes.
Conversion: 60-80% of diagnostics convert to longer engagements
```

**Strategic Advisory:**
```
Scope: 3-6 months, 2-4 active workstreams
Pricing: Monthly retainer - $8-15K (mid-market), $15-25K (enterprise)
Deliverables: Frameworks, playbooks, process design, measurement systems
Time commitment: 20-40 hours/month
Why retainer: Predictable for both sides. Allows iterative delivery.
Billing: Monthly, 30-day payment terms, 30-day cancellation notice
```

**Embedded Advisory:**
```
Scope: 6-12 months, design + hands-on implementation
Pricing: Monthly retainer - $15-25K (mid-market), $25-40K (enterprise)
Deliverables: Everything in strategic + implementation support, training, coaching
Time commitment: 30-60 hours/month
Why retainer: Deepest impact. Client gets both architect and builder.
Billing: Monthly, consider quarterly payment for discount (5-10%)
```

**Fractional Leadership:**
```
Scope: Ongoing, part-time executive role (fractional CRO, VP Sales, VP Marketing)
Pricing: Monthly retainer - $10-20K (2 days/week), $20-35K (3 days/week)
Deliverables: Strategic leadership, team management, board reporting, executive decisions
Time commitment: 40-80 hours/month
Why retainer: Executive capability without full-time cost
Note: Clarify boundaries - fractional leader has authority for X, escalates Y
```

### Proposal Structure

```
[CLIENT NAME] - GTM ADVISORY PROPOSAL

SITUATION SUMMARY:
  [2-3 sentences capturing the client's situation and the problem to solve.
   Use their words from the scoping conversation - shows you listened.]

PROPOSED ENGAGEMENT:
  Type: [Diagnostic / Strategic / Embedded / Fractional]
  Duration: [Timeline]
  Scope: [Specific functional areas and workstreams]

WORKSTREAMS AND DELIVERABLES:
  Workstream 1: [Name]
    - Deliverable A: [Description] - [Target date]
    - Deliverable B: [Description] - [Target date]
  Workstream 2: [Name]
    - Deliverable C: [Description] - [Target date]

OUT OF SCOPE (important to state explicitly):
  - [Things you're NOT doing - prevents scope creep]

WORKING MODEL:
  - [X] hours/month of advisory time
  - [Weekly/biweekly] check-in with [sponsor]
  - Async availability for questions via [Slack/email]
  - On-site time: [None / X days/quarter / as needed]

INVESTMENT:
  $[Amount]/month for [duration]
  Payment terms: [Net 30, monthly invoice]
  Start date: [Date]

WHAT SUCCESS LOOKS LIKE:
  In [3/6/12] months, we will have:
  - [Tangible outcome 1 - connected to their metrics]
  - [Tangible outcome 2]
  - [Tangible outcome 3]

ABOUT [YOUR NAME/FIRM]:
  [Brief credential paragraph - relevant experience, results, approach]
```

### Engagement Expansion Strategy

```
LAND: Diagnostic engagement (prove value, build trust, understand the org)
  → Deliver a maturity assessment that clearly identifies 3-5 high-impact gaps
  → End with: "Here's what I'd recommend we tackle first, and here's what it would look like"

EXPAND TO: Strategic advisory on the top 2-3 priority workstreams
  → Deliver frameworks and playbooks that the team starts using immediately
  → Build relationships across the organization (not just the sponsor)
  → Surface new problems as you solve the initial ones

EXPAND TO: Embedded advisory as recommendations require implementation support
  → "The strategy is right, but the team needs hands-on support to execute it"
  → Transition from designing to building alongside the team

LONG-TERM: Ongoing advisory retainer or fractional leadership
  → You become a trusted extension of the leadership team
  → Engagement becomes about maintaining and evolving, not just building

KEY PRINCIPLE: Each expansion must be client-initiated based on demonstrated value.
Never pitch expansion. Deliver value that makes the expansion obvious.
```

---

## 2. Maturity Assessment - Interview Guide and Synthesis

### Interview Template (30 min per stakeholder)

**Target interviewees**: CRO/VP Sales, VP Marketing, SDR Manager, 2-3 AEs (mix of tenured and new), RevOps lead (if exists), Head of CS, Head of Product Marketing. Aim for 5-8 total.

```
OPENING (3 min):
  "I'm conducting a GTM assessment to understand what's working, what's not,
   and where the biggest opportunities are. I'd love your candid perspective -
   the more honest you are, the better the recommendations will be.
   Everything informs the overall assessment. I won't attribute specific
   quotes without your permission."

ICP & TARGETING (5 min):
  "Who is your ideal customer? How did you arrive at that definition?"
  "How would you describe the ICP to a new hire in 30 seconds?"
  "What percentage of your current pipeline actually matches the ICP?"
  "Where do you see the best win rates?"

PIPELINE & FUNNEL (5 min):
  "Walk me through how a deal moves from first touch to close."
  "What are the defined stages? Does everyone agree on what they mean?"
  "Where do deals typically stall or die? Why?"
  "How do you forecast? How accurate has it been over the last 2 quarters?"

MESSAGING & CONTENT (3 min):
  "When you're reaching out to prospects, what message resonates most?"
  "Do you have content and tools that help you sell? What's missing?"
  "How do you handle competitive situations?"

TEAM & CAPABILITIES (5 min):
  "What does the team do well? Where does it struggle?"
  "What does onboarding look like for new reps? How long to ramp?"
  "How are people coached and developed?"
  "If you could add one capability to the team, what would it be?"

TOOLS & DATA (3 min):
  "What tools does the team use daily? Which are helpful? Which are friction?"
  "How much do you trust your CRM data?"
  "What reports do you look at most often?"

OPEN-ENDED (5 min):
  "If you could change one thing about how this GTM org operates, what?"
  "What keeps you up at night about hitting your number?"
  "What should I know that I haven't asked about?"
  "Is there anyone else I should talk to?"
```

### Synthesis Framework

After all interviews, synthesize into a structured assessment:

```
1. MATURITY SCORECARD
   
   Function                    Score (1-5)  Evidence                   Priority
   ─────────────────────────────────────────────────────────────────────────────
   ICP & Segmentation          [ ]          [Key evidence]             [H/M/L]
   Revenue Architecture        [ ]          [Key evidence]             [H/M/L]
   SDR Operations              [ ]          [Key evidence]             [H/M/L]
   Messaging & Content         [ ]          [Key evidence]             [H/M/L]
   Sales Enablement            [ ]          [Key evidence]             [H/M/L]
   Competitive Intelligence    [ ]          [Key evidence]             [H/M/L]
   Demand Generation           [ ]          [Key evidence]             [H/M/L]
   ABM                         [ ]          [Key evidence]             [H/M/L]
   Community/PLG               [ ]          [Key evidence]             [H/M/L]
   Revenue Operations          [ ]          [Key evidence]             [H/M/L]
   Customer Success            [ ]          [Key evidence]             [H/M/L]
   Partnerships                [ ]          [Key evidence]             [H/M/L]
   Pricing & Packaging         [ ]          [Key evidence]             [H/M/L]

2. CROSS-CUTTING THEMES
   Themes that appeared across 3+ interviews:
   - [Theme 1]: Cited by [N] of [N] stakeholders. Impact: [describe]
   - [Theme 2]: Cited by [N] of [N] stakeholders. Impact: [describe]
   - [Theme 3]: Cited by [N] of [N] stakeholders. Impact: [describe]

3. ALIGNMENT MAP
   Where stakeholders AGREE: [Topics - these are safe starting points]
   Where stakeholders DISAGREE: [Topics - these require careful navigation]
   Where stakeholders are UNAWARE: [Blind spots - areas nobody mentioned but are clearly gaps]

4. QUICK WINS (implement in <2 weeks, high impact)
   - [Quick win 1]: [What to do, expected impact, effort level]
   - [Quick win 2]: [What to do, expected impact, effort level]
   - [Quick win 3]: [What to do, expected impact, effort level]

5. STRATEGIC PRIORITIES (3-5 workstreams, ordered)
   Priority 1: [Workstream name]
     Why first: [Rationale - dependency, impact, urgency]
     Expected impact: [What changes when this is done]
     Timeline: [Weeks/months]
     Skill to use: [Which GTM skill from the toolkit]
   
   Priority 2: [Workstream name]
     ...
```

### Presenting the Assessment

```
FORMAT: 60-minute readout with executive sponsor + key stakeholders
STRUCTURE:

SLIDE 1: Engagement recap and methodology (2 min)
  - Who we interviewed, what we reviewed, our approach

SLIDE 2-3: The maturity scorecard (10 min)
  - Visual heat map of scores across all functions
  - Highlight the 3-4 most impactful gaps
  - NO SURPRISES: brief the sponsor 1:1 before the group readout

SLIDE 4: Cross-cutting themes (10 min)
  - What we heard consistently across the organization
  - Use anonymized quotes to bring it to life
  - Connect themes to business impact (pipeline gap, win rate, cycle time)

SLIDE 5: Quick wins (5 min)
  - Things we can fix THIS WEEK that will have visible impact
  - Starts building credibility and momentum immediately

SLIDE 6-7: Recommended workstreams (15 min)
  - 3-5 prioritized workstreams with rationale
  - Timeline and deliverables for each
  - Dependencies and sequencing logic

SLIDE 8: Discussion (15 min)
  - "Does this match your experience?"
  - "Are we missing anything?"
  - "Which priorities feel most urgent to you?"
  - "What concerns do you have about the recommended approach?"

POST-MEETING:
  - Send written assessment document within 48 hours
  - Schedule follow-up to finalize workstream plan
  - Implement quick wins immediately (demonstrate value before the next meeting)
```

---

## 3. Workstream Sequencing Patterns

### The Standard Sequence (most common)

```
PHASE 1 (Months 1-2): Foundation
  Workstream A: ICP & Segmentation (gtm-strategist)
  Workstream B: Messaging Architecture (b2b-messaging-director)
  WHY FIRST: Everything downstream depends on knowing who to sell to and what to say.
  MILESTONE: Validated ICP framework + messaging hierarchy adopted by team.

PHASE 2 (Months 2-4): Execution Engine
  Workstream C: SDR Process Redesign (sdr-architect)
  Workstream D: Sales Enablement (sales-enablement-director)
  WHY SECOND: Now that ICP and messaging exist, build the execution layer.
  MILESTONE: SDR signal model live + first certifications completed.

PHASE 3 (Months 3-5): Demand System
  Workstream E: Demand Gen Programs (demand-gen-director)
  Workstream F: ABM Launch (abm-director)
  WHY THIRD: Pipeline generation programs need ICP, messaging, and SDR process to be effective.
  MILESTONE: First ABM campaign live + demand gen producing measured pipeline.

PHASE 4 (Months 4-6): Operations
  Workstream G: RevOps Foundation (revops-architect)
  WHY FOURTH: Measurement and operations improve what already exists.
  MILESTONE: Pipeline reporting trusted + forecast cadence established.
```

### The Emergency Sequence (pipeline crisis - company is missing targets NOW)

```
WEEK 1-2: DIAGNOSE
  - Pipeline gap diagnosis from gtm-strategist
  - Is it coverage (not enough pipeline entering) or conversion (pipeline exists but isn't closing)?
  - Quick CRM audit from revops-architect (can we even trust the data?)

WEEK 2-4: QUICK WINS
  - Fix the biggest leak first:
    If coverage problem: sdr-architect signal model + sequence redesign
    If conversion problem: sales-enablement-director deal inspection + coaching
    If messaging problem: b2b-messaging-director competitive talk tracks + persona cards
  - Implement one quick win from each active workstream (visible progress)

MONTH 2: STABILIZE
  - ICP refinement (make sure outbound is aimed at the right accounts)
  - SDR process fully operational with new signal model
  - Weekly pipeline review cadence established

MONTH 3+: SYSTEMATIC REBUILD
  - Now do it properly with the standard sequence
  - The quick wins bought time; the systematic work creates sustainability
```

### The Community-First Sequence (OSS companies like Fleet)

```
PHASE 1 (Months 1-2): Signal Architecture
  Workstream A: Community signal model (community-plg-director)
  Workstream B: ICP aligned with community data (gtm-strategist)
  WHY FIRST: For OSS companies, the community IS the primary pipeline source.
  The signal model must exist before SDRs know what to work.

PHASE 2 (Months 2-3): Messaging and SDR
  Workstream C: Dual-voice messaging - community + commercial (b2b-messaging-director)
  Workstream D: SDR process built around community signals (sdr-architect)
  WHY SECOND: SDR motion is completely different when signals come from community vs. cold data.

PHASE 3 (Months 3-5): Demand and Enablement
  Workstream E: Sales enablement with community context (sales-enablement-director)
  Workstream F: Demand gen coordinated with community (demand-gen-director)
  Follow standard sequence from here.
```

### The Post-Sale Sequence (NRR is the problem, not pipeline)

```
PHASE 1: CS Foundation
  Health score model (cs-expansion-director)
  Renewal process overhaul

PHASE 2: Expansion Engine
  Expansion playbooks
  QBR redesign

PHASE 3: Retention
  Churn root cause analysis
  Onboarding improvement
  Champion succession planning
```

---

## 4. Change Management Deep Dive

### The Adoption Equation

```
ADOPTION = (Value Clarity × Ease of Implementation) / (Organizational Resistance)

TO MAXIMIZE ADOPTION:
  
  INCREASE VALUE CLARITY:
  - Connect every recommendation to a metric the client cares about
  - Quantify the cost of NOT changing (make status quo uncomfortable)
  - Provide examples from peers (social proof reduces perceived risk)
  - Start with a quick win that demonstrates value within the first 2 weeks
  - Show the "before and after" from another engagement (anonymized)

  INCREASE EASE:
  - Provide templates and tools, not just frameworks (ready to use, not ready to interpret)
  - Implement in phases (3 workstreams max at a time - organizational absorption capacity)
  - Train the team in working sessions, not presentations (they learn by doing)
  - Be available during implementation (Slack access, not just scheduled calls)
  - Remove barriers: pre-fill templates, set up CRM fields, draft the first version

  DECREASE RESISTANCE:
  - Involve the team in design (co-create, don't dictate - people support what they help build)
  - Address "what's in it for me" for each stakeholder explicitly
  - Identify and neutralize blockers early (1:1 conversations, not group confrontation)
  - Get executive sponsor to visibly endorse changes (not just approve - actively champion)
  - Celebrate early wins publicly (momentum builds adoption, adoption builds results)
  - Never say "best practice" (implies their current practice is worst practice)
```

### The Rollout Playbook

For each major recommendation or process change:

```
STEP 1: PILOT (1-2 weeks)
  - Test with 2-3 willing team members (your change champions - the early adopters)
  - Gather honest feedback: "What works? What's confusing? What's missing? What's annoying?"
  - Iterate the design based on feedback BEFORE broader rollout
  - Document what changed and why (shows the team you listened)

STEP 2: TRAIN (1 week)
  - Workshop format: explain the why (not just the what), walk through the how, practice together
  - NEVER: email a document and say "please review." Always facilitate live.
  - Provide reference materials (1-page cheat sheets, not 30-page guides)
  - Record the training session for future hires and those who missed it

STEP 3: LAUNCH (1-2 weeks)
  - Full team adoption with high-touch support
  - Daily availability during first week (Slack, quick calls - answer questions fast)
  - Weekly check-in during second week (group debrief: what's working, what's not)
  - Fix issues immediately (nothing kills adoption faster than ignoring reported problems)

STEP 4: REINFORCE (ongoing)
  - Manager coaching: ensure managers are reinforcing the new process in 1:1s and team meetings
  - Measure adoption: are people actually doing it? (CRM data, activity data, observation)
  - Celebrate wins publicly: "[Rep] used the new discovery framework and booked [outcome]"
  - Address non-adoption privately: 1:1 with anyone not following the new process - understand why
  - Iterate: the first version is never perfect. Adjust based on real-world usage.
```

### Resistance Patterns and Responses

| Pattern | What They Say | What They Mean | Your Response |
|---------|-------------|---------------|--------------|
| "We tried this before" | "The last consultant/initiative failed and I don't want to do it again" | Acknowledge the history. Show what's different this time. | "What specifically didn't work? Let's make sure we avoid that. Here's what's different about this approach: [concrete differences]" |
| "Our business is different" | "Generic advice won't work in our unique situation" | Validate their uniqueness (they may be right), then show adapted approach. | "You're right that [X] is unique here. That's why I've adapted the framework to account for [their specific context]." |
| "We don't have time" | "This feels like MORE work on top of what we're already struggling with" | Show how it replaces work, not adds to it. Reduce the effort they see. | "This replaces [current painful process], not adds to it. And I'll handle [X part] so your team focuses on [Y part]." |
| "The team won't adopt it" | "I don't want to fight this battle and potentially lose" | Offer to drive adoption yourself (training, coaching, support). | "I'll own the rollout and training. Your role is executive sponsorship - backing the change publicly." |
| "Just tell us what to do" | "We want answers, not process. We're tired of being analyzed." | Deliver a quick win immediately while building the system underneath. | "Here's what to change this week [quick win]. AND here's the system that makes this sustainable so you don't need me long-term." |
| "This is too academic" | "Frameworks are nice but we need results" | They want action, not architecture. Lead with doing. | "Let's apply this to a real deal right now. [Pull up a specific opportunity and work through it together.]" |
| "Our leadership won't support this" | "I've seen good ideas die because leadership didn't back them" | Get executive sponsorship locked down before proceeding. | "That's critical. Let me present this to [sponsor] with a clear ROI case. If we can't get their active support, we should adjust our approach." |

---

## 5. Consulting Communication Templates

### Engagement Kickoff Email

```
Subject: [Company] GTM Advisory - Kickoff Summary & Next Steps

[Sponsor name],

Great kickoff today. Here's a summary of what we aligned on:

ENGAGEMENT SCOPE:
  [2-3 sentences: what we're doing and why, in their language]

IMMEDIATE PRIORITIES:
  1. [Priority 1] - I'll deliver [specific deliverable] by [date]
  2. [Priority 2] - I need [specific input] from [person] by [date]
  3. [Quick win] - implementing [change] this week

NEXT STEPS:
  - Stakeholder interviews begin [date] (schedule attached)
  - Our next check-in is [date/time]
  - I'll share a draft workstream plan by [date]

WHAT I NEED FROM YOU:
  - [Specific ask 1: e.g., "CRM admin access by Wednesday"]
  - [Specific ask 2: e.g., "Introduce me to [name] for their interview"]

Looking forward to driving results together.
[Name]
```

### Biweekly Check-In Agenda (with Executive Sponsor)

```
FORMAT: 30 minutes, structured and time-boxed

PROGRESS (10 min):
  - Workstream updates: what was delivered, what's in progress
  - Adoption indicators: is the team using what we've built?
  - Metrics movement: any early indicators of impact (pipeline, conversion, activity)

DECISIONS (10 min):
  - Decision 1: [What, options, my recommendation, why]
  - Decision 2: [What, options, my recommendation, why]
  - Come with a recommendation - don't ask "what do you think?" without a POV

FORWARD LOOK (10 min):
  - What's coming in the next 2 weeks (set expectations)
  - What could go wrong and how we're mitigating
  - Any scope or timeline adjustments needed (raise early, not late)
  - "Is there anything you're seeing that I should know about?"
```

### Monthly Engagement Summary

```
[CLIENT] GTM Advisory - Month [N] Summary
Date: [Date]

EXECUTIVE SUMMARY:
  [2-3 sentences: progress, impact, and what's next. If a board member
   read only this paragraph, would they understand the value?]

PROGRESS THIS MONTH:
  ✓ [Deliverable 1]: Completed. [1 sentence on adoption/impact]
  ✓ [Deliverable 2]: Completed. [1 sentence on adoption/impact]
  ◐ [Deliverable 3]: In progress. On track for [date]. [Status detail]
  ○ [Deliverable 4]: Not started. Begins [date]. [Dependency if any]

METRICS MOVEMENT:
  [Metric 1]: [Baseline] → [Current] ([% change, trend direction])
  [Metric 2]: [Baseline] → [Current] ([% change, trend direction])
  [Metric 3]: [Baseline] → [Current] ([% change, trend direction])
  Note: [Context on what's driving or limiting the numbers]

TEAM ADOPTION:
  [Process/tool 1]: [Adoption rate or qualitative assessment]
  [Process/tool 2]: [Adoption rate or qualitative assessment]

DECISIONS MADE THIS MONTH:
  - [Decision 1]: Decided by [person] on [date]. Impact: [describe]

DECISIONS NEEDED NEXT MONTH:
  - [Decision 1]: Needed by [date] from [person]. [Context]

RISKS AND MITIGATIONS:
  - [Risk 1]: Likelihood [H/M/L]. Impact [H/M/L]. Mitigation: [action]
  - [Risk 2]: Likelihood [H/M/L]. Impact [H/M/L]. Mitigation: [action]

NEXT MONTH PLAN:
  - [Key deliverables and milestones]
  - [Focus areas]
  - [Any scope or timeline adjustments]
```

### Quarterly Engagement Review (QBR for Consulting)

```
FORMAT: 60-minute review with sponsor + key stakeholders
CADENCE: Every 90 days

SECTION 1: RESULTS (20 min)
  - What we set out to do this quarter
  - What we actually delivered
  - Metrics: baseline → current (with honest commentary on attribution)
  - ROI narrative: "The engagement has contributed to [X] so far"

SECTION 2: TEAM CAPABILITY (10 min)
  - What the team can now do that they couldn't before
  - Maturity score changes (re-assess against original scorecard)
  - Sustainability: can they maintain this without advisory support?

SECTION 3: NEXT QUARTER (15 min)
  - Recommended workstreams for next 90 days
  - Any scope adjustments based on what we've learned
  - Resource or investment needs from the client

SECTION 4: ENGAGEMENT HEALTH (15 min)
  - Is this engagement delivering the value you expected?
  - What should we do more of? Less of?
  - Are there areas I'm not focused on that are becoming priorities?
  - Honest conversation about whether the engagement should continue, evolve, or conclude
```

---

## 6. Measuring Engagement Impact

### Impact Metrics by Phase

```
DIAGNOSTIC PHASE (first 30 days):
  Measure:
  - Maturity assessment completed on time (Y/N)
  - Stakeholder alignment on priorities (survey: "Do you agree?" - >80% agreement)
  - Quick wins implemented and visible (at least 2 in first 2 weeks)
  - Action plan accepted by sponsor (Y/N)
  - Client NPS/satisfaction: "Would you recommend this engagement so far?" (>8/10)

STRATEGIC PHASE (months 2-4):
  Measure:
  - Deliverables completed on time (% on schedule - target >80%)
  - Deliverables adopted by team (% actually in use 30 days after delivery - target >60%)
  - Leading indicators moving (pipeline creation, activity volume, conversion rates)
  - Team confidence (survey: "Do you feel better equipped to hit targets?" - improving trend)
  - Stakeholder engagement (are the right people showing up to working sessions?)

IMPLEMENTATION PHASE (months 4-8):
  Measure:
  - Process adoption rate (% of team consistently following new processes - target >75%)
  - Metric improvement (pipeline growth, win rate, cycle time, ramp time)
  - Tool adoption (if new tools introduced - active usage rate)
  - Team capability (re-assessment against competency model)
  - Client self-sufficiency (can they run the processes without you?)

LONG-TERM (12+ months):
  Measure:
  - Revenue trajectory (are they growing faster than before the engagement?)
  - Organizational capability (did you build muscle, not just a plan?)
  - Sustainability (6 months after engagement ends, are processes still running?)
  - Expansion (did the client want more advisory - strongest signal of value)
  - Referral (did the client refer you to others - ultimate validation)
```

### Baseline Establishment (Critical - Do This Week 1)

```
BEFORE CHANGING ANYTHING, CAPTURE:

PIPELINE METRICS (from CRM):
  - Current total pipeline: $___
  - Pipeline coverage ratio: ___x
  - Monthly pipeline creation rate (trailing 3 months): $___/month
  - Stage conversion rates (each stage): ___%
  - Average sales cycle length: ___ days
  - Win rate (trailing 6 months): ___%
  - Average deal size: $___

ACTIVITY METRICS:
  - Meetings booked per SDR per month: ___
  - Activities per SDR per day: ___
  - Email reply rate: ___%
  - Call connect rate: ___%

TEAM METRICS:
  - Rep ramp time (to full quota): ___ months
  - Average quota attainment: ___%
  - Team attrition rate: ___%

QUALITATIVE:
  - Team confidence survey (1-5 on key dimensions)
  - Maturity assessment scores

WITHOUT BASELINES, YOU CANNOT PROVE IMPACT.
Take the time. It's worth it.
```

---

## 7. Common Consulting Failure Modes

| Failure Mode | Symptom | Root Cause | Prevention |
|-------------|---------|------------|------------|
| Boil the ocean | 6+ workstreams running, nothing getting done well | Consultant eager to show value across everything | Maximum 3 active workstreams at a time. Sequence ruthlessly. Say "not yet" to good ideas. |
| Framework dump | Beautiful documents that nobody uses | Deliverables designed for the consultant's portfolio, not the team's workflow | Co-create with the team. Deliver in working sessions, not presentations. Test: "Would someone use this tomorrow?" |
| No executive air cover | Recommendations get deprioritized, team doesn't change behavior | Sponsor isn't actively championing the changes | Require visible executive sponsorship. If sponsor won't enforce, address it directly or adjust scope. |
| Advisor dependency | Team can't function without the consultant | Consultant solves problems instead of building capability | Build capability, not dependency. Train internal owners. Success = they don't need you. |
| Ignoring politics | Recommend changes that powerful people oppose, then wonder why nothing happens | Didn't map stakeholders or address resistance proactively | Stakeholder mapping in week 1. 1:1s with potential blockers before recommending changes that affect them. |
| No baseline | Can't prove impact because there's no "before" measurement | Eager to start fixing, skipped the measurement step | Establish baselines in week 1 - before any changes. Non-negotiable. |
| Scope creep | Engagement grows without boundary. 30-hour/month retainer becomes 50 hours. Burnout and resentment. | Consultant wants to help. Client keeps asking. No boundary enforcement. | Written scope. Change requests require explicit agreement and may adjust pricing. Track hours. |
| Solving the wrong problem | Spend 3 months building a demand gen engine when the real problem is ICP definition | Didn't diagnose deeply enough. Accepted the client's self-diagnosis. | Always start with diagnosis (even if client thinks they know the problem). Validate before designing. |
| Delivering to the void | Send a document, never hear feedback, wonder what happened | No feedback loop built into the engagement | Every deliverable has a review meeting. Every review meeting has action items. Never deliver async without a follow-up scheduled. |
| Premature sophistication | Build complex attribution models when the CRM has 200 accounts | Applying enterprise frameworks to companies that aren't ready | Match the solution to the maturity level. A spreadsheet is fine if they have 3 reps. |

---

## 8. Skill-to-Workstream Mapping

### Which Skill to Use for Each Client Need

| Client Says | Workstream | Primary Skill | Supporting Skills |
|-------------|-----------|---------------|-------------------|
| "We don't know who to sell to" | ICP & Segmentation | gtm-strategist | b2b-messaging-director |
| "Our pipeline is behind target" | Pipeline Diagnosis | gtm-strategist | sdr-architect, demand-gen-director |
| "Outbound isn't working" | SDR Process Redesign | sdr-architect | gtm-strategist, b2b-messaging-director |
| "Messaging doesn't resonate" | Messaging Architecture | b2b-messaging-director | gtm-strategist |
| "Reps don't have the right content" | Sales Content | b2b-messaging-director | sales-enablement-director |
| "Reps aren't ramping fast enough" | Sales Enablement | sales-enablement-director | b2b-messaging-director |
| "We keep losing to [competitor]" | Competitive Intelligence | sales-enablement-director | b2b-messaging-director |
| "Community isn't converting to revenue" | Community Pipeline | community-plg-director | sdr-architect, gtm-strategist |
| "We need to focus on key accounts" | ABM Program | abm-director | sdr-architect, b2b-messaging-director |
| "Our CRM is a mess" | RevOps Foundation | revops-architect | gtm-strategist |
| "We can't trust our forecast" | Forecasting | revops-architect | gtm-strategist |
| "Marketing isn't generating enough pipeline" | Demand Generation | demand-gen-director | revops-architect, b2b-messaging-director |
| "How should we price this?" | Pricing & Packaging | pricing-packaging-advisor | gtm-strategist, community-plg-director |
| "Customers aren't expanding" | CS & Expansion | cs-expansion-director | revops-architect |
| "We need partner revenue" | Partnerships | partner-ecosystem-director | b2b-messaging-director, sales-enablement-director |
| "Everything is broken" | Full GTM Transformation | gtm-consulting-ops (this skill) | Start with diagnostic, then sequence all others |

---

## 9. Client Relationship Management

### Relationship Health Indicators

```
HEALTHY ENGAGEMENT SIGNALS:
  ✓ Sponsor responds to messages within 24 hours
  ✓ Team members proactively share information and ask questions
  ✓ Working sessions have full attendance and active participation
  ✓ Client implements recommendations between sessions
  ✓ Client refers you to other teams or contacts
  ✓ Scope expansion discussions are client-initiated

UNHEALTHY ENGAGEMENT SIGNALS:
  ✗ Sponsor cancels or reschedules check-ins repeatedly
  ✗ Team members disengage from working sessions
  ✗ Deliverables sit unreviewed for 2+ weeks
  ✗ Client stops implementing recommendations
  ✗ You're doing more execution than advisory (scope drift toward dependency)
  ✗ Client questions invoices or engagement value

INTERVENTION:
  At first unhealthy signal: Note it, increase proactive communication
  At 2-3 signals: Direct conversation with sponsor about engagement health
  At 4+ signals: Formal re-scoping discussion - the engagement may need to change or end
```

### When to End an Engagement

```
END (proactively, on good terms) WHEN:
  - You've achieved the stated objectives
  - The team is self-sufficient in the areas you addressed
  - Continuing would create dependency, not capability
  - The engagement has run its natural course

RECOMMEND PAUSE WHEN:
  - The client has a leadership transition that changes priorities
  - Budget constraints make the engagement feel like a burden
  - The team needs time to absorb and implement before more advisory

RECOMMEND EXIT WHEN:
  - Executive sponsor has been replaced and new sponsor doesn't support the work
  - The client consistently doesn't implement recommendations
  - Organizational dysfunction is beyond what advisory can solve
  - The engagement is causing you more stress than it's worth (protect your energy)
```

---

## 10. Scaling Advisory Practice

### Capacity Planning for Consultants

```
SUSTAINABLE ADVISORY LOAD:
  - Maximum 3 active clients simultaneously (deeper is better than wider)
  - Each client: 15-40 hours/month depending on engagement type
  - Reserve 20% of time for: business development, learning, content creation, admin
  
REVENUE MODEL:
  3 clients × $15K/month average = $45K/month = $540K/year
  2 clients × $25K/month average = $50K/month = $600K/year
  
  Diagnostic engagements (1-2 per quarter): $10-25K each = $40-100K/year incremental
  
SCALING OPTIONS:
  - Increase rates (serve fewer clients at higher value)
  - Add junior consultants (leverage your frameworks with their execution)
  - Productize deliverables (templates, workshops, courses)
  - Move upstream (work with larger companies at higher retainers)
```

### Building Leverage Through Content and IP

```
EVERY ENGAGEMENT SHOULD PRODUCE REUSABLE IP:

FROM CLIENT WORK (anonymized):
  - Framework refinements (what you learned that improves the methodology)
  - Benchmark data (aggregated across clients, never individual)
  - Case study patterns (anonymized transformation stories)
  - Common failure modes (what goes wrong and how to prevent it)

CONTENT THAT GENERATES INBOUND:
  - Blog posts / LinkedIn articles sharing GTM frameworks
  - Presentations at industry events
  - Podcast appearances discussing GTM strategy
  - Free tools or templates that demonstrate expertise
  
THE GOAL: Clients come to you because of your reputation and methodology,
not because you cold-outreach. The skills you've built ARE the IP.
```
