Throughout my career, I've seen a recurring pattern inside countless organizations, from agile mid-market players to global enterprises. I'll see talented, hard-working teams in marketing, sales, customer success and R&D pushing relentlessly to hit their numbers. On paper, everyone is doing their job. Yet, the organization as a whole feels stuck, fighting against an invisible current of internal friction.

This is a frustration I hear constantly from CEOs and other executives. They see the immense effort but not the exponential results that should follow. There's a palpable disconnect they can't quite pinpoint, because the problem isn't a lack of talent or effort. The problem is that their go-to-market (GTM) engine isn't a cohesive unit; it's a collection of high-performing but disconn

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