Every engagement is built to end.

The pattern recognition was always there. My career is just the evidence. I walk into a revenue organisation and see the gap between what is and what could be — same people, same product, a different way of running the week. Seeing it has never been the hard part. The work is staying until the team sees it too.

I did this for my own firm first. Before buildGTM had a name, I worked through the question every leader I meet is working through now: what works here, in this environment. What a decision made today costs six months out.

We built this firm because nothing like this existed. We built with the industry: early SaaS, a consulting firm, a venture capital firm, a handful of early clients. They told us how they tried to bring AI into the business, how it failed, and what they want — what they want, not what we assumed.

So every engagement points at its own ending. By the time we leave, the team reads the business the way I read it on day one — why the best customers actually hire them, what to sell next and to whom, which bets to stop funding, where next year's growth comes from. They make those calls without us.