Go-to-market strategy
Most GTM playbooks assume a buyer who trials software on a Tuesday and buys it on a Thursday. Accountants don't work like that. They're analytical, risk-averse, deadline-driven, and they buy on the word of people they trust. Your strategy has to account for that or it doesn't survive contact with the market.
206%
revenue growth for XBert
We scaled XBert's sales, marketing and partnerships together rather than in isolation — which is what a real GTM strategy looks like in practice.
You know firms need your product. You don't know whether it's the partner, the practice manager or the ops lead who actually champions it — or who quietly kills it.
The site talks about what the product does. It doesn't talk about the job a firm is trying to do, so nobody sees themselves in it.
A little paid, a little content, a stand at one conference. Nothing gets enough oxygen to prove itself, so you can't tell what's working.
Pipeline surges around conference season and falls off a cliff after. There's no engine underneath the events.
We strip away the jargon. Good go-to-market strategy answers five questions: what your goals are, who you target, what your message is, where to find them, and how you'll do it. We answer all five with evidence, then we help you execute.
Interviews and surveys with the firms already using you. We consistently find the features you think are the headline aren't the ones customers value — that changes your whole message.
Where you sit against the incumbents, what you're the obvious answer to, and language that makes an accountant lean in instead of scroll past.
Which firm sizes, software stacks and specialisms are genuinely winnable, and who inside those firms you need on side.
The events, communities, app marketplaces, professional bodies and influencers your buyers already trust — ranked by what will actually move for you.
What happens in which order, who owns it, what it costs and what you should expect to see. Then we execute it with you.
A generic strategy assumes a self-serve buyer and a short sales cycle. Accounting firms buy on trust, referrals and peer proof, often after seeing you three or four times across a year. We build for the channel that actually exists: professional bodies, app marketplaces, communities, events and partners.
The strategy work itself usually runs over a few weeks, including customer research. But we're not a strategy-deck shop — most clients move straight into execution with us, because a plan nobody runs is worthless.
Yes, and it usually works better. We plug in as the strategists and channel specialists they don't have in-house, and hand over playbooks as we go rather than creating dependency.
Then that's the work. Finding the wedge — the specific job a specific type of firm needs doing — comes before any demand generation. Spending on demand before you've found it just buys you expensive proof that the message is wrong.
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