For chief revenue officers and their functional leaders
GTM & Revenue Alignment
Built to accelerate execution and speed to results.
2+ days, in person, with the leaders of your revenue functions. As guests, chief executives or other members of the C-Suite. They leave aligned and cohesive, having agreed in writing how the company goes to market, and with one plan: what comes first, where money and people go, and who owns each part.
Where you are
The plan exists, but execution is far too slow.
Some of these may be true:
- Friction between functions working against each other, decisions continually reopened, and pressure from the CEO, the board and investors is mounting.
- Targets and forecasts are missed and don’t add up to the number the board was given.
- Marketing and sales form a disjointed alliance, and each blames the other.
- Product and sales fight over the roadmap, and it gets more personal each quarter.
- Sales promises customers things that customer success cannot deliver on time or to standard.
- Deals slip and no one can say whether the cause is pipeline, product or price.
- The board has started to ask whether the problem is the plan or the people running it.
What alignment means here
Agreement in a meeting is not alignment.
Here, alignment means written agreement between the leaders who must act on it, on each element of the go-to-market, with an owner, a measure and a date for each. A line with no owner, measure or date is not aligned.
Structure and Process Flow
Before day one
It starts two weeks before anyone arrives.
We look at the revenue system; the structures, processes, tech, people and relationships. This sets priorities.
Each leader is interviewed in confidence
Nothing said is repeated with a name without that person’s consent.
Each leader writes one page
Alone, before anyone compares notes: where the function stands, what it needs from the others, and three decisions it wants made. Each function sends records it already keeps.
The team reads it a week before day one
The Pre-Read shows where the leaders’ accounts differ from each other and from the records.
The days
Each day ends with questions answered and problems solved.
2 or 2.5 days in person, at an offsite location, never online. The ideal form adds the half day for the plan. No person is assessed. The sessions are audio-recorded, used only by Revenue Arc to write the documents, and deleted once they are delivered.
Day one: confronting reality
Where does the go-to-market stand, what slows execution, where do the functions agree and where do they differ? And where does most friction erode the customer journey or grind momentum down? The team gets real and the critical issues get brought to the surface, with nowhere to hide.
Day two: relentless resolution
Friction found, problems mapped and one way to go to market documented. Agreements made, decisions taken, disputes resolved or logged for further dialogue. Where the leaders cannot agree, the CRO decides and everyone aligns.
A plan, and a team united
The order of priorities, the sequencing of programmes and other remedies, the allocation of resources, who owns each part, and how accountability will be ensured. The chief executive, often present in the final session, gives it the seal of approval.
The chief executive joins for the plan
What you leave with
Six documents, in your team’s own words.
Delivered final within 48 hours of the offsite. You own every document. You decide who else sees them.
The Issue Register
Every element of the go-to-market and every dispute between functions, marked agreed, agreed with conditions or open, with its cause, owner, measure and date.
The Decision Record
Each decision in one sentence, the trade-off accepted, any dissent, and the new fact that would reopen it.
The Resource Plan
The revenue target split by function, segment and route, and where money and people go.
The Accountability Map
Who owns each element, each handover between functions and each measure, and how a dispute is settled.
The Execution Plan
Workstreams, owners, dates, measures, and the changes that need building.
The Commitments Ledger
What each leader will make true, by when, starting with what each will stop doing.
After the offsite
The thirty-day review
Ninety minutes, remote, between day thirty and day forty-five, with the chief revenue officer and the owners. It checks the measures, the commitments and any reopened decision.
The plan owner call (optional)
A one-hour call each month with the chief revenue officer as plan owner, and a note after it. It is advice, not project management.
Continuous improvement (optional)
Remote sessions of 60 to 90 minutes in which cross-functional pods examine what works, what does not, what slows execution, and who should own each fix. The findings are consolidated into a heat map that leadership uses to prioritise action.
Who runs it
Mark C. Ward
- 35+GTM and sales transformations led
- 30+sales kickoffs facilitated
- Hundredsof alignment sessions for revenue and leadership teams
- 250+delivery projects
- 12countries
He has worked with household names like Lenovo, ARM and Infor, and PE-backed scale-ups like Duco, Xceptor, IDnow and Redslim.
Mark runs every offsite with a co-facilitator, chosen for the expertise each client’s situation requires.
Three offers, three questions
Each offsite answers a different question.
The Strategy Offsite
For deciding what the company should do and where the money goes.
Executive Strategic Alignment
For when the strategy exists and the executive team must carry it out as one team.
GTM & Revenue Alignment
For when the strategy and revenue target exist and the functions that win, serve and keep customers must work to one plan.
Where the plan names changes that need building, Revenue Arc can build them with your team through Build & Enable.
The question
Ask yourself one question.
If you asked each of your function leaders tomorrow how many qualified opportunities the company created last quarter, would they all give the same number?
If the answer is uncertain, that is the work.
Thirty minutes, no preparation needed. We will tell you on the call whether the offsite fits, and if it does not, what does.
Book a call