Go-to-Market Transformation — Financial Services
Re-architecting the go-to-market of a mid-sized financial services firm around how its buyers actually buy now.
Context
A mid-sized financial services firm whose GTM had been built around a buyer journey that no longer existed. Buyers now arrived later in the process, more informed, often with AI-assisted shortlists already drawn.
Challenge
The sales function was over-staffed at the top of the funnel and under-staffed where the deal was actually won — late-stage, specialist conversations. The commercial cost per deal was rising; the win rate was not.
Approach
We re-sequenced the GTM around where the buyer now needed help: not awareness, but late-stage comparison. That meant investing in specialist pre-sales depth and in high-quality public material that survived machine-reading, and reducing the top-of-funnel outbound layer that was no longer earning its cost.
What shifted
Average deal cycle shortened. Specialist conversations happened earlier and converted better. The firm spent less on activity that buyers were already doing themselves.
What shifted: the GTM stopped selling to a buyer who had already left the top of the funnel.
Client identity anonymised. Specific metrics available under NDA.