Go-To-Market Strategy

Sliding Line

  • A publicly listed translation and language services company was implementing a new operating model to support growth, improve customer experience, and strengthen collaboration across its global business units. As part of this transformation, the business established a new Go-To-Market (GTM) function.

    A GTM function defines how an organisation brings its products and services to market. It aligns sales, pricing, delivery, and customer onboarding to create a consistent, well-governed approach to acquiring, retaining, and growing customer accounts across the full revenue lifecycle.

    Without a structured GTM playbook, the business faced fragmented account management, inconsistent sales execution, and limited visibility across its revenue pipeline. We were engaged to work alongside the Executive Vice President for GTM to build a practical playbook across six core process areas:

    1. Sales Representative Led Pipeline Management

    2. Opportunity Identification, Management and Account Planning

    3. Booking Forecasting

    4. Pricing and Discount Management

    5. Customer Onboarding

    6. Revenue Forecasting

  • We led the design and mobilisation of the new GTM operating model through a structured, insight-led approach that balanced rigour with practical adoption.

    • Assessed all six GTM processes to define the existing operating model and identify gaps

    • Engaged sales leaders and frontline teams to validate the day-to-day impact of the new model on their roles

    • Worked with Delivery, Reporting and Finance to assess the operational and financial implications of the changes

    • Developed the GTM playbook iteratively, defining clear role responsibilities and ways of working

    • Applied strict governance to align the rollout with the new financial year and launch it at the annual Sales Kick-Off

  • We delivered a successful global rollout of the GTM playbook, ensuring it translated from design into measurable, on-the-ground impact.

    • Deployed the playbook across EMEA and the Americas, reaching 100% of regional sales teams ahead of the Sales Kick-Off deadline

    • Established clearer account ownership, stronger cross-stage collaboration, and improved use of data, contributing to a c.20% improvement in forecast accuracy within the first reporting cycle

    • Provided hypercare support post go-live and enabled three additional business units to develop aligned playbooks as part of the wider transformation programme

  • Our work spanned three areas that we believe are critical to any successful GTM transformation.

    We shaped the change by translating strategic intent into practical design. This meant defining the operating model, decision rights, processes, performance measures, and governance that underpinned the new function. The playbook reflected a workable blueprint, not high-level ambition.

    We enabled adoption by helping leaders and teams understand the rationale and implications of the change. Through targeted communications, stakeholder engagement, and transition planning, we reduced ambiguity and accelerated buy-in across the business.

    We embedded consistency by developing the tools, frameworks, and standards that ensured the new model was applied in a repeatable way across the organisation. This gave teams the clarity to operate effectively and protected the intent of the playbook as it scaled.

    Clients working with Exevion get more than a document. They get a model that actually lands.

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