The situation
A Fortune 500 omnichannel retailer had four GTM teams running in parallel — each measuring success differently, each pulling on the same pool of customers, each blaming the others when pipeline missed. The CMO knew the symptom (campaigns underperforming) but couldn't isolate the cause from inside any single team's lens.
The CEO didn't want another vendor pitch. They wanted someone who could rewire the system.
What I built
- Unified measurement stack. One source of truth across the four GTM teams. Same definitions, same attribution windows, same closed-loop. The fights about "whose numbers are right" stopped because everyone read from the same numbers.
- Customer segmentation as a system. Not a doc updated quarterly — a live segmentation that learned from outcomes. ICP refinement based on actual close behavior, not stated preferences.
- Outbound + paid + retention coordination layer. Campaigns sequenced rather than overlapping. Customers stopped getting hit by three teams in the same week.
- Operating cadence rewrite. Weekly cross-team review, monthly CODN drift check, quarterly board synthesis. The cadence held the system together.
What changed
- $50M in net-new revenue within 18 months — measurable lift attributable to the integrated motion, not to incremental tactical changes.
- Campaign cycle time cut by ~40%.
- Customer-level CAC drift flattened across the four teams' shared cohorts (instead of compounding cohort fatigue).
- One executive owned the integrated GTM number, not four owners arguing.
What was hardest
The technology was the easy part. The hardest work was rewriting the operating cadence — getting four GTM leaders to read from one set of numbers without each feeling like they'd lost autonomy. That took six months of weekly coordination before the system held without me in the room.
Stack used
Measurement layer on Snowflake + custom MCP-driven dashboards. Segmentation logic in Python + Supabase. Coordination cadence ran in Slack + Linear with weekly synthesis I drafted personally for the first two quarters.
Where this engagement shape fits
This was a multi-quarter fractional advisory + transformation sprint. Best fit when the technology isn't the bottleneck — the operating system is. See engagement shapes →
Methodology
Run by the CODN framework. Engagements delivered through Stravonvale.