GTM & Growth
The commercial engine, architected end to end.
What the role actually is
Most companies have a sales team, a revenue target, and something vague in between. GTM & Growth operations is the something in between: how the market is segmented and planned for, how marketing hands a lead to sales, whether the CRM reflects reality, how a deal actually gets priced, and whether the forecast can be trusted.
I've designed this system twice -- once with McKinsey's help restructuring it for Tata Communications’ US enterprise business, and now at Digital Edge -- and I've also carried a number inside it, which is a different kind of qualification. Three vantage points on the same engine: architect, operator, and quota-carrier.
What I do in the role
GTM planning & segmentation. At Digital Edge, rebuilding GTM plans market by market — target verticals, accounts, personas, use cases. A decade earlier at Tata, I partnered with McKinsey on segmentation and GTM restructuring for the Americas enterprise sales division, including the case for oil & gas as a new vertical.
Sales process & pipeline discipline. MEDDPICC opportunity scoring built into a new Salesforce implementation, so funnel quality can be graded by account, rep and region. Sales Navigator deployed across a 30-person team. I've also run this process from the seller's side: a $40M ACV pipeline built in twelve months at Tata, $1.8M closed including a $1M win, 100% of quota passed by month ten.
Marketing & sales interlock. SEO rebuild, content and backlink strategy, targeted ICP advertising, directory consolidation, and an AI SDR pilot — all built to feed a pipeline sales can actually work, not just top-of-funnel volume. At Tata, I activated joint-GTM partnerships with Cisco, Microsoft, NetFoundry and Zscaler to open new demand channels alongside my own pipeline.
CRM architecture & attribution. Rebuilt the CRM lead-source taxonomy at Digital Edge for full-funnel attribution across digital, event, partner and direct channels. The same instinct, a decade before "revenue operations" was a job title: at Tata, I built the management dashboards that merged funnel data, targets and strategic metrics into one view for US enterprise leadership.
Pricing & reporting. Leading Digital Edge's first programmatic Annual Price Increase — a 3% uplift on a $2.5M eligible APAC book, roughly $75K incremental MRC in year one — design, approval, execution and measurement, all reported through the same forecasting discipline this entire system depends on.
What you should expect from me
A coherent strategy, real alignment between marketing and sales, and a pipeline you can trust the math on. That usually means the number gets worse before it gets better, because the first thing to go is the deals that were never real.
Where this fits
B2B sales organizations with a direct sales motion, typically 10 to 100 sellers, where the commercial infrastructure hasn't kept pace with the revenue ambition — or where nobody has ever mapped the system end to end.
Related Service: See how this works as an engagement: » GTM & Revenue Operations Diagnostic.