Go-to-market review for investors and portfolios
A consistent, comparable read of go-to-market health across three to five portfolio companies.
Best at: PE and VC portfolios spanning growth, scale-up and turnaround.
A portfolio go-to-market review runs the same eight-area sales diagnostic across three to five portfolio companies, so their sales functions can be compared on one standard. Each company receives its own findings and 90-day plan, and the investment committee receives a cross-portfolio summary.
When should an investor commission a go-to-market review?
- A PE operating partner in the first months after an acquisition.
- A VC platform lead preparing companies for their next round.
- An investor deciding whether to support, restructure or replace a sales leader, and needing an honest read quickly.
What does the investment committee receive?
- A findings paper and 90-day plan for each company.
- A cross-portfolio summary for the investment committee.
- A consistent standard for what good looks like across the portfolio.
How does the review run?
The eight-area diagnostic, run in confidence with the management team.
Findings scored on the same framework, so companies can be compared fairly.
A cross-portfolio summary of common constraints and where support will make the most difference.
Interim or fractional cover for a company whose sales leader seat is empty.
Every engagement has a fixed scope and a fixed fee, agreed in a short written proposal before work starts. Ongoing work is paid monthly in advance. There is no hourly billing, and no work on commission or for equity alone.
A six-country, 32-person division taken into profit without head office investment, growing from four countries to six. Regions run through venture funding, PE ownership, a pre-IPO period and a trade sale.
Frequently asked questions.
How many companies can be reviewed?
Three to five in one review. Each is scored on the same framework so the comparison is fair.
How do management teams experience it?
Each diagnostic is run in confidence with the management team, and each company receives its own findings paper and plan.
When is the best time to run it?
In the first months after an acquisition, ahead of a next round, or when an investor must decide whether to support, restructure or replace a sales leader.
Can you cover a company whose sales leader seat is empty?
Yes. Where needed I provide interim or fractional cover while the company recruits.
How is it priced?
A fixed fee set by the number of companies, agreed in writing before work starts.
Would it help to talk it through?
Thirty minutes on what the board has committed to and what is in the way. If this service is not the right fit, I will say so.
Or email priority@jonnyrocket.com, or connect on LinkedIn