A fractional go-to-market leader for B2B and B2C technology led companies. Segment, positioning, pricing, channel and the commercial motion, owned rather than recommended. Including ANZ companies entering North America.
Go-to-market is the part most companies assume someone else owns. Product owns the roadmap, marketing owns demand, sales owns the quota, and the space between the three is where deals go to die.
Usually positioning or a segment problem, not a closing problem. The fix is a value proposition the buyer recognises, and clear agreement on what counts as an opportunity and, more importantly, what does not.
No repeatable motion, so every deal is bespoke. Extensive ICP and persona work is what fixes it: defining who you actually sell to, what each of them cares about, and building the motion around them.
Three plans is zero plans. The work is building one unified plan the three functions actually buy into: shared priorities, shared numbers, and agreed handoffs, so nobody is optimising for a target the others are not working to.
The hardest GTM problem, and the one most often improvised. We bring ABM support to target existing customers with additional products, account by account.
The positioning that works at home rarely travels. Local language has its own nuance, the personas are different and the approach that lands them is too. See ANZ to North America.
Review the value proposition and evaluate a new approach based on market fit. Sometimes a fresh pair of eyes is all it needs.
The positioning that works at home rarely travels. It is usually too modest, too feature-led, priced for a market a fraction of the size, and aimed at a buyer who behaves differently.
The work starts long before entry: mapping the customer personas that actually buy in the new market, building deep insight into how that market behaves, and forming a detailed view of demand, competitors and channels before a dollar is committed. What it involves:
Understanding the market before you enter it: who the customers are, the ICPs worth pursuing, how they buy and how their behaviour differs from home
Re-pricing for a market where buyers expect a different number and a different packaging structure
Rewriting positioning for a buyer with more alternatives and less patience
Choosing a beachhead segment narrow enough to actually win
Deciding between direct, partner and channel entry, and in what order
Building the case for local presence, and knowing when you do not need it yet
This is the specific story BabylonSixty can tell that a US or Australian firm cannot: a New Zealand operator who has taken products into North America and knows which assumptions break.
Every engagement follows the same four stages: Engage, Enhance, Execute, Embed. You know what happens next, and so do we.
An initial meeting, half or full day immersion in your business, where we establish your needs and work out whether we are a good fit.
Planning the plan. Identifying the specific needs and actions that will enhance the performance of your organisation.
Getting the job done. Working with your teams to drive execution of the strategy, tracking performance and measuring results.
Not a spray and walk away model. Embedding processes, governance and ways of working that hold after we step back.
Monthly engagements sized in days per week, typically one to three days, with a three-month minimum initial term. Full detail on the cost page.
A go-to-market consultant defines who you sell to, what you say, how you reach them and how the commercial motion works end to end. BabylonSixty goes a step further and runs it: a fractional GTM leader owns the plan and the number rather than handing over a strategy document.
Marketing strategy covers how you generate demand. Go-to-market covers the whole commercial motion: segment, positioning, pricing, packaging, channel, sales process and the handoffs between product, marketing and sales. Marketing is one component of it.
With whether the positioning travels, which it usually does not. The story that wins in Auckland or Sydney is often too modest, too feature-led and priced for a smaller market. Then segment and beachhead selection, pricing for the US market, channel and partner strategy, and the sales motion. Detail in the ANZ to North America section below.
Not always, we have B2C clients we work with. It is more based on the problem a client is trying to solve as opposed to their segment or target customers.
A first plan inside thirty days. A working motion with evidence takes a quarter. Most GTM engagements run three to twelve months, then step down as the capability transfers to the team.
Same structure as our other engagements: monthly, priced on days per week, indicatively NZD 6,000 to 22,000 a month. See cost.
That is usually the point. The most common failure we see is product, marketing and sales each running a plan that assumes the other two are doing something they are not. A GTM leader makes the three agree.
A defined segment and buyer, positioning and messaging the team can use, pricing and packaging decisions, a channel plan with evidence behind it, and a commercial motion your own people can run without us.
A 30-minute call. No obligation. No pitch. Just a straight conversation about your business and whether we can help.
Schedule a discovery call